WHAT’S ON DECK

• Tell Me More: How having a “geriatric pregnancy” may actually extend your life

• FQ Leaders Spotlight: Cindy Eckert, Founder and CEO, Addyi

• Inside Track: Leaders on the move

• Dear FQ: Job 🚩🚩🚩

• Poll the Pack: Money, money, money, moneyyyy 🎶💸

TELL ME MORE

Advanced mothers

Two of the most outdated words a pregnant woman over the age of 35 can hear? Geriatric pregnancy. Yes, geriatric…an adjective traditionally reserved for those seeking care over age 75, not a woman who just reached the legal age requirement to run for U.S. President. 

Just over 50 years ago, the average American woman had her first child at 21.4 years old. Since then, that number has steadily climbed, but for decades women were warned against waiting. "Geriatric pregnancy" became synonymous with risk. Today, while pregnancy after 35 does come with some increased risks, researchers are uncovering a more nuanced picture, including evidence that later motherhood may be linked to greater longevity. Fast forward to 2023, and the average first-time mother in America is 29.6 years old. According to the CDC, birth rates among women ages 40–44 have risen 127% since 1990, while births among women over 45 are up 450% (!!). Women are increasingly delaying motherhood in pursuit of education, careers, financial stability, and greater choice over when, and whether, they become mothers.

Despite what we've been told about gestational diabetes, miscarriage, and stillbirth, there are reasons later motherhood can also be associated with better health. Studies show that women who give birth later often have lower stress, better nutrition, greater financial security, and higher life satisfaction, all factors linked to lower cardiovascular risk, the leading cause of death for women. Which raises an obvious question: if pregnancy ages women, why do women who have children later often live longer?

Giving birth takes a huge toll on your body and mind. It temporarily ages the body by roughly two biological years. But childbirth appears to trigger something remarkable: studies suggest it can reduce biological age (the age of cells and organs through lifestyle, environment, and genetics) by as much as eight years. Researchers at the University of Helsinki found that women who had children between ages 24 and 38 experienced healthier aging, while Boston University researchers found that women who had their last child after age 33 were 2x likely to live to 95 than women whose last child was before age 30. And it gets even more astounding. Women who give birth after 40 are 4x as likely to live to 100 years or older (!!).

So…we still haven’t answered the big question: why? Perhaps later motherhood keeps women more physically, mentally, and socially engaged. Perhaps children provide support later in life. Perhaps pregnancy's hormonal changes influence long-term brain health. Or perhaps women who conceive later were already biologically healthier to begin with. To answer that question, researchers turned to something even smaller: our DNA.

Telomeres are protective caps at the ends of our chromosomes. Their length is one of the strongest markers of biological aging: the longer they are, the slower our cells tend to age. Researchers have found that women who give birth later in life tend to have longer telomeres. What they don't know is whether having children later helps preserve telomere length, or whether women with naturally longer telomeres, and therefore better underlying health, are simply more likely to have children later in life. 

OBGYN Dr. Noa Sterling believes the first explanation, that having children later may help preserve telomere length: “We know that the DNA from our children stays with us always, and we know that it can actually help our body repair itself." Dr. Thomas Perls, Director of the New England Centenarian Study, takes the counterpoint: “The natural ability to have a child at an older age likely indicates that a woman’s reproductive system is aging slowly, and therefore so is the rest of her body.” So, childbirth later in life may not increase a woman's longevity, it may simply be a sign that she was already biologically predisposed to live longer.

Like so much of women's health, we don't have definitive answers, largely because women have historically been underrepresented in clinical research. But one thing is clear: the conversation around later motherhood has been shaped far more by fear than by nuance. Instead of only focusing on the risks, we should also acknowledge the benefits for both mother and baby. And as science continues to catch up, the goal shouldn't be to tell women when to become mothers, but to ensure they're supported at every age and every stage.

The Female Quotient is heading to Miami as an official media partner of the inaugural Jupiter Festival, where the leaders shaping media, entertainment, sports, and the creator economy are coming together to build what’s next. Because the people who shape culture also shape what, and who, we see, celebrate, and believe is possible. Join us in Miami, October 6–9!

FQ LEADERS SPOTLIGHT

Real advice, real stories, and real talk from the world’s most influential leaders.

If you meet Cindy Eckert, she'll probably be wearing pink. That's no accident. The entrepreneur, investor, and women's health advocate has turned the color into a symbol of her fight for women, most notably through Addyi, the first and only FDA-approved treatment for hypoactive sexual desire disorder (low libido) in women, known as "the little pink pill."

In 2015, she sold her company, Sprout Pharmaceuticals, for a record-breaking $1 billion. She later fought to buy back the company. Why? To ensure that the drug was brought to market, properly supported, and women actually had access to it. She continues to break down barriers in women’s sexual health and fight for gender equity in healthcare. She also invests in the next generation of women entrepreneurs through The Pink Ceiling, backing companies founded by women and companies building products for women. For Cindy, pink isn't a color; it’s a statement.

What’s the worst career advice you’ve gotten?

Don’t wear pink. I can’t tell you how many times in my career that I’ve been told that people won’t take me seriously and that I should just wear “sensible black suits.” The subtext of that is to conform. If I had taken that advice, not only would I not have been showing up as my authentic self, but I would not be able to challenge the perception that pink, a color associated with women, is viewed as weak when it's actually strong. I am unapologetically pink.

What’s the best piece of non-obvious career advice you’ve gotten?

Trust the moment when your stomach drops. It’s usually when you're on the edge of something big, and it’s preceded every pivotal move I’ve made. As humans, we're conditioned to move away from that feeling, as it can mean danger. It makes people fearful to take that leap of faith, go toward an idea that isn't popular, do something for the first time, or express an unpopular opinion out loud. But I think that when your stomach drops, it actually represents opportunity. Throughout my career, when there's been an uncomfortable issue that everyone's run away from, that’s been my signal to run toward it.

What was a heartbeat moment for you in your career?

My heartbeat moment was at a medical conference where I saw brain scans of women with low libidos. The standard of care is to tell women struggling with this health concern to have a glass of wine, take a bath, and relax. That was being prescribed for a legitimate medical issue. But a bath isn’t gonna fix this.

At the time, I was running a successful men's sexual health company. The more I learned about the lack of options available to women, the more impossible it became to ignore. I sold my business and took on what many people told me was an unwinnable fight.

Addyi became the first FDA-approved treatment for women with low libido, but what we were really challenging was a much larger assumption: that women's sexual health isn't a priority. We encountered double standards at every turn, from the FDA to healthcare providers to the media, and we kept pushing anyway.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to the spectacularly brilliant Josephine Torrente. She is an attorney who has been with me along this journey. She promised me that she wouldn't retire until we got the postmenopausal approval for our product. And now that we got it, it’s been very emotional for me as there's something so magical about having a fellow woman alongside you in a fight, working towards real change together. She taught me that you win with facts. She has a calmness and commitment to having conversations rooted in facts and notions. I’m grateful to have learned from her.

Where have you caused some good trouble in your career?

I took on the government for women's sexual pleasure, and I won. When we started, there were 26 FDA-approved drugs for men to lead more satisfying sexual lives, but zero for women. And that’s despite more women struggling with this issue. We’ve caused trouble by holding up a mirror to show society its bias.

Gaslighting is pervasive in medicine for women. It’s believed that women are rooted in emotion, and men in biology. Until healthcare providers take women seriously as biological beings when there’s a medical issue, we're never going to get beyond the “just relax and have a bubble bath” talk. Addyi is so much bigger than a medication alone. Sex is part of our overall health, and for women, it’s often overlooked because we think it's trivial. To keep moving the needle in women’s health, you have to move mountains while also raising awareness. Women need to know that something like this is available to them.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Angela Zepeda has taken on the role of Vice President of Global Marketing at Lucid Motors

• Vivianna Blanch has been appointed Global Chief Marketing Officer at Dermalogica

• Lauren Griewskion has been promoted to Chief Growth Officer, Managing Director, Chase Media Solutions at JPMorganChase

• Kim Fasting Berg has been named the first-ever Chief Marketing Officer at the Fashion Institute of Technology

• Sukiana Chancy has stepped into the role of CEO of Topicals

• Arianne Parisi is now Chief Customer Officer at Kohl's

• Kisha Maldonado-Madrid has joined SKIMS as Vice President of Influencer Marketing

• Jennifer Creegan has taken on the role of the first-ever Head of Marketing Technology and Operations at The Walt Disney Company

DEAR FQ

Your burning career questions answered

Savannah Llewellyn of The Female Quotient weighs in:

One of the biggest mistakes job candidates make is treating the interview like a one-way evaluation. It's not. You're interviewing the company just as much as they're interviewing you. The goal isn't simply to get an offer, it's to figure out whether you'll actually enjoy working there. A job description won't tell you much about a company's culture, but a few thoughtful questions can:

• To understand if there’s a real system for prioritizing work or if it is a chaotic environment where everything is “urgent,” try: How does the team handle competing priorities?

• To understand how success is measured: "What would success look like in this role six months from now? A year from now?" Great organizations can clearly articulate what they're hiring someone to accomplish.

• To understand the history of the role: "Is this a new position, or am I replacing someone? If I'm replacing someone, what led to their departure?" The answer can tell you a lot about growth opportunities, leadership, and whether expectations for the role are realistic.

• To gauge stability and employee experience: "How long have most people on the team been here?" A mix of tenures is healthy. If everyone is brand new, or no one stays very long, it's worth asking why.

Ask these questions to multiple interviewers and compare their answers. Pay attention to how they answer, not just what they say. Good answers usually include examples, while red-flag answers tend to be vague or overly polished. An interview is often your first glimpse of what it will actually be like to work there, so trust your gut.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Show me the money

We've all heard of the five love languages: words of affirmation, quality time, gifts, acts of service, and physical touch. But what if work had its own version? How do you most want to be recognized?

For most, the answer is unsurprisingly straightforward: money. Financial rewards consistently rank as the most meaningful form of recognition because they don't just say, "We appreciate you." They say, "We value your contribution enough to invest in it."

Right behind it? New opportunities. Nearly one in four employees say the greatest recognition is being trusted with a promotion, a stretch assignment, or greater responsibility. In other words, recognition isn't always about rewarding past performance, it's about signaling confidence in someone's future.

Here’s to following your own timeline ⏰

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 6-9 | Jupiter Festival Miami

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

• October 23 | FQ Lounge™ @ Austin Grand Prix

WHAT’S ON DECK

• Tell Me More: Kwanza Jones becomes the first Black woman with a majority ownership stake in an MLB team

• FQ Leaders Spotlight: Christina Mack, Chief Scientific Officer, Real World Evidence and SVP, Applied AI Science, IQVIA

• Inside Track: Leaders on the move

• Dear FQ: Don't waste your 1:1

• Poll the Pack: Why people stay

TELL ME MORE

A home run

Poet Walt Whitman said, “I see great things in baseball. It’s our game, the American game.” And he was right. Baseball is as woven into the fabric of American culture as the red wax thread on a baseball itself. The game is probably older than you think. The first ever baseball game took place on June 19, 1846, almost 15 years before the Civil War. And in August 2026, 180 years after that first game was played, it’s made history again. 

The San Diego Padres have sold control of the franchise to an investor group led by entrepreneur, artist, and philanthropist Kwanza Jones and her husband José E. Feliciano. Jones has become the first Black woman to hold a majority ownership stake in an MLB team since the league was founded in 1903. Feliciano, co-founder of private equity firm Clearlake Capital and co-owner of Chelsea Football Club, becomes the second Latino majority owner in MLB history and the first of Puerto Rican descent.

Jones’ journey to this moment has never fit into one lane. She was crowned Miss Baltimore, won Amateur Night at the Apollo Theater (where she is now a board member), graduated from Princeton University, earned a law and master’s degree, was an adjunct professor at New York University, and has released music on her own independent label. She has built businesses and led more than $200 million in philanthropic giving focused on education and equity. 

This is meaningful as it’s the story of who gets to shape one of America's oldest institutions. To understand why this moment is so significant, you have to understand the history Jones is stepping into and baseball’s history of racism. In the decade following the Civil War, Congress passed 3 amendments to ensure rights and freedom to Black men. While baseball players like Bud Fowler, Frank Grant, and Moses Fleetwood Walker integrated white teams, it soon ended in 1887. Major and minor league team owners had a secret “gentlemen’s agreement” to no longer extend contracts to Black players. So Black athletes built something of their own. In 1920, the “father of Black baseball,” Rube Foster founded the Negro National League. 

It was only when Commissioner Kenesaw Mountain Landis, who supported segregation, died in 1944 that change came. Jackie Robinson famously broke the “color barrier” when he stepped onto the field as a Brooklyn Dodger. Authors of Idols of the Game, Robert Lipsyte and Pete Levine, wrote, “It was the most eagerly anticipated debut…it represented both the dream and the fear of equal opportunity, and it would change forever the complexion of the game and the attitudes of Americans.” Robinson went on to win Rookie of the Year. And while integration in the major and minor leagues was a triumph, it effectively ended the Negro Leagues and Black ownership of teams. Sportswriter Wendell Smith said, "The big league doors suddenly opened one day, and when Negro players walked in, Negro baseball walked out.”

Integration transformed baseball on the field, but it didn't transform who held power off of it. It wasn’t until over 50 years after the dissolution of the Negro Leagues that a Black man had ownership of a team, with Earvin "Magic" Johnson's 2012 purchase of a minority ownership stake in the LA Dodgers. Still, no Black man has held majority ownership of an MLB team. 

And for decades, women have largely been absent from ownership across professional sports, but that’s beginning to change. In addition to Jones, other women are changing their respective games, like Sheila Ford Hamp of the NFL's Detroit Lions; Marian Ilitch of the NHL's Detroit Red Wings; Ann Walton Kroenke of the NBA's Denver Nuggets and NHL's Colorado Avalanche; Michele Kang of NWSL's Washington Spirit and international clubs like Olympique Lyonnais Féminin and the London City Lionesses; and sisters Kalen Jackson, Carlie Irsay-Gordon and Casey Foyt, of the Indianapolis Colts. 

If baseball truly is America's game, then its leadership should reflect America, too. José Feliciano shared, “Diversity breeds innovations, breeds excellence, breeds possibilities that you would never even think of.” Through her majority ownership stake, Kwanza Jones is showing other women what can be achieved. And you never know who may be watching. As Martin Luther King, Jr. once said, “Jackie Robinson made my success possible. Without him, I would never have been able to do what I did.”

No one starts a business because they love payroll.

The best founders aren't buried in administrative work. They spend their time building ideas, serving customers, and growing their teams. Justworks takes care of the behind-the-scenes tasks like payroll, benefits, and hiring, so you can focus on moving your business forward. Learn more at Justworks.

FQ LEADERS SPOTLIGHT

Real advice, real stories, and real talk from the world’s most influential leaders.

Christina Mack doesn’t fit neatly into a single category. Her career has spanned engineering, epidemiology, and applied AI, all driven by a willingness to tackle complex problems. She is the Chief Scientific Officer for Real World Evidence and SVP of Applied AI Science at IQVIA, a global company that focuses on clinical research to improve patient experience and outcomes. She is an adjunct professor at the University of Notre Dame and UNC-Chapel Hill, serves as an epidemiologist for the NBA and NFL, and has advised organizations including the Duke-Margolis Center for Health Policy, the World Economic Forum, and global healthcare leaders on the responsible application of AI and real-world evidence. A PharmaVoice 100 honoree, she is passionate about mentoring the next generation of scientists and advancing women in data science and healthcare. In other words, she focuses on making our world a safer and healthier place.

What’s the worst career advice you’ve gotten?

If you have bigger, out-of-the-box goals, not everyone will understand them. And while some advice is well-meaning, it can become death by a thousand cuts, slowly pulling you away from what you’re actually trying to build. I’ve seen this happen a lot, especially for women in leadership. There’s often an unspoken expectation of how you should show up, manage, or lead. But the advice that sticks with me now is the opposite. You don’t need to change to fit the role, you need to shape the role to fit you. If the advice you’re getting is pushing you away from your instincts, your voice, or your values, it’s not the right advice.

What’s the best piece of non-obvious career advice you’ve gotten?

My grad school advisor told me to pick my three top priorities and ensure everything I do hits at least two, ideally all three. It pushed me to have a North Star and say “yes” to opportunities that align. This mindset keeps me energized and protects my time.

What was a heartbeat moment for you in your career?

My first job was as an engineer at an amazing company with a promising path ahead. I loved the work and people, but it felt too linear. I promised myself (I even wrote it on my closet wall in permanent marker, sorry, New York landlord!) that my career would be an adventure, marked by out-of-the-box opportunities.

That sense of adventure took me to Zambia, through the OECS, to a small tech start up, to a PhD, then pharma, sports, and beyond. I saw healthcare across resource-constrained and resource-rich settings, learned what patients face when navigating care, and fully embraced uncertainty. Those experiences transformed how I think about health and cemented my commitment to career-as-adventure, second only to the biggest adventure of all: three kids with my best friend and husband.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

Angie Flynn-McIver, theatre director and communication guru, who pioneered intentional communication. Her approach starts with a powerful question: what do you want your audience, whether it’s one person or one thousand, to think, feel, or do after you speak? If you don’t know, your audience won’t either. Her insight has fundamentally influenced how I think and communicate, and how my team describes and puts our complex work into action.

Where have you caused some good trouble in your career?

I am energized by big challenges, from helping organizations operate safely during a global pandemic to advancing the use of technology and AI across the industry. During the pandemic, I co-designed protocols that allowed professional sports to resume, including the NBA bubble, helping the NBA safely finish their playoff season, NFL athlete protocols and contact tracing, and the safe execution of the Tokyo Olympics.

Over that time, our knowledge, along with the safety concerns and global societal restrictions, were constantly evolving. The work required multidisciplinary teams, diverse perspectives, rapid scientific advancement, and continuous adaptation. What made it “good trouble” was creating a new playbook. We made consequential decisions amid uncertainty, challenged conventional approaches, and built trust across disciplines. I learned that meaningful progress happens when people with different perspectives come together around the same problem and use evidence, curiosity, and data to chart a path forward.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Erin Oles has been promoted to President and Chief Marketing Officer at Salesforce

• Cristina Marinucci has been named Chief Commercial Officer at Righteous Felon Craft Jerky

• Carolina Garbato, Ed.D. has stepped into the role of General Manager of USA Volleyball

• Maya Dukes has been promoted to Senior Vice President, Executive Creative Director at Macy's

DEAR FQ

Your burning career questions answered

Bailey Kircher of The Female Quotient weighs in:

1:1s can be anxiety-producing on both sides of the desk, and with good reason. Employees often feel their manager doesn't adequately understand their contributions. So if you're concerned about getting it right, that's a sign you're a thoughtful leader.

The best 1:1s feel more like coaching than status updates. While it's important to review priority projects, goals, and what someone is working on, the conversation shouldn't stop there. Try asking:

• What's a challenge you've had and handled well lately?
• Where do you feel stuck, and how can I help?
• If you could spend more time on one thing and less on another, what would it be?

A 1:1 should also be the place for constructive feedback, where employees feel safe discussing challenges, celebrating progress, and having honest conversations. Giving candid, actionable feedback will help them grow. By balancing priorities, performance, and development, your direct report will leave feeling heard, supported, and with a clear understanding of both what's expected of them and how they can continue to grow.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Spoiler alert: it’s about more than the paycheck

Why do people stay? For most employees, it comes down to more than a paycheck. It’s about flexibility and leadership.

Flexibility has become the foundation of today’s workplace. Before the pandemic, only 10% of Americans worked remotely. Today, 58% have the option to work from home at least part of the time. Flexibility is no longer a perk, it's an expectation. It's about having the autonomy to work in ways that help people do their best.

Next up: leadership. People don't just join companies, they join leaders. A great manager can make challenging work energizing, while poor leadership can drain enthusiasm from even the most exciting role. Effective leaders actively cultivate a workplace culture that employees want to stay in. 

So organizations, take note: retention is about experience. It's how employees feel when they show up each day, whether they have the flexibility to navigate different stages of life, and whether they can see a future for themselves within the company. In today's talent market, the question isn't only, "How do we attract great people?" It's "How do we create a workplace they don't want to leave?"

Here’s to your own field of dreams ⚾️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

• October 23 | FQ Lounge™ @ Austin Grand Prix

WHAT’S ON DECK

• Tell Me More: Period blood heals wounds twice as fast as normal blood

• FQ Leaders Spotlight: Lucy Goff, Founder & CEO, LYMA

• Inside Track: Leaders on the move

• Dear FQ: My #1 fear is public speaking. #2 is death.

• Poll the Pack: The case for working with your circadian rhythm

TELL ME MORE

A bloody good discovery 🩸

A woman’s experience is full of contradictions. She can be praised, but not promoted; perform the same job, but not be paid equally; considered honest, but not believed; and celebrated for becoming a woman, but shamed for talking about her period. Periods are experienced by more than 2 billion people, yet they remain an awkwardly whispered-about part of women’s health. We’ve created code names like “Aunt Flo” and “that time of the month.” We hide tampons up our sleeves and we treat a normal biological process like a secret mission.

That stigma has, forgive the pun, bled into medicine. For much of history, menstruation was treated as impure, dangerous, or disgusting. Pliny the Elder famously claimed that just being near menstrual blood could sour wine, ruin crops, and make bees abandon their hives. In the 1920s, Dr. Béla Schick promoted the idea of “menotoxin,” a supposed substance released by menstruating women that could wilt flowers, stop dough from rising, and even harm children. The theory of menotoxins lingered in scientific literature for decades…mentioned in science journals until the 70s.

So yes, the bar was low and that bias carried into modern medicine. For years, menstrual blood was dismissed as waste rather than studied as a potentially powerful diagnostic tool. In the past 30 years, only about 400 PubMed articles have mentioned menstrual blood, compared with more than 15,000 mentioning semen. Dr. Sara Naseri, co-founder and CEO of Qvin, which created the first FDA-cleared diagnostic menstrual pad, said a male colleague once called her research “disgusting.” The samples he was working with? Feces.

Menstrual blood is not just blood. It contains uterine lining, unique proteins, stem cells, immune cells, and more. As Christine Metz, a professor at the Feinstein Institutes for Medical Research, put it, “It is an obvious biological specimen that has been totally neglected. It is considered waste, but in fact, it’s a real treasure.” That treasure could change women’s healthcare.

Researchers have found that menstrual blood can contain biomarkers for conditions including fibroids, cervical cancer, HPV, sexually transmitted infections, adenomyosis, and endometriosis. Endometriosis affects roughly 1 in 10 women globally, can cause severe pain, heavy bleeding, infertility, and organ damage, and often takes 7 to 10 years to diagnose. Today, surgery is still the only way to confirm it. Menstrual blood testing could enable earlier, faster, and less invasive diagnosis.

And the potential goes beyond diagnosis. The uterine lining rebuilds and sheds hundreds of times (400 times in an average woman's life!) without scarring, making it one of the body’s most remarkable examples of regeneration. Scientists are studying menstrual stem cells and menstrual fluid plasma for their healing properties, including faster wound repair in lab models. They discovered that menstrual blood’s stem cells are similar to those found in bone marrow, but are easier to collect and may be even more effective. In fact, menstrual blood can contain 2-4x more stem cells than an equivalent amount of bone marrow, making it a promising tool for future treatments and therapies.

The results are already turning heads. In laboratory studies, plasma derived from menstrual fluid helped wounds heal significantly faster than traditional blood plasma. In some cases, skin cells achieved complete wound closure within 24 hours. What was once dismissed as waste may actually hold clues to some of medicine's most exciting breakthroughs. That's why Dr. Naseri calls period blood "the most overlooked opportunity in medical research." Women make up nearly half of the global population, yet only 5% of all research and healthcare development is devoted to issues that affect them. The issue isn't a lack of potential, it's a lack of attention.

For centuries, society treated periods as something to hide. Medicine largely treated them as something to ignore. Now we're discovering that within something long dismissed as inconvenient, embarrassing, or even dirty, lies a wealth of information about the human body. Periods are so much more than the end of a cycle. They may be the beginning of a new era in women's health.

FQ LEADERS SPOTLIGHT

Real advice, real stories, and real talk from the world’s most influential leaders.

Lucy Goff is the founder of LYMA, a pioneering MedTech company transforming skin, sleep, and stress through breakthrough scientific innovation. After the birth of her daughter, she faced a life-threatening battle with septicemia, a serious bacterial infection in the bloodstream. The experience led her to partner with longevity expert Professor Paul Clayton to develop the LYMA Supplement, the first formula of its kind using only patented, peer-reviewed ingredients at clinically proven doses. She went on to launch the LYMA Laser and LYMA Laser PRO, the first FDA-cleared, at-home clinical-grade lasers.

Lucy has led LYMA to international recognition, including the King’s Award for Enterprise following its U.S. expansion. She has been named a Forbes 50 Over 50 global trailblazer, Wired Magazine Trailblazer, and Woman of the Year at the everywoman Entrepreneur Awards, all while raising her daughter as a single mother.

This Labor Day, receive a gift worth up to $794 with every LYMA purchase. Check it out here!

What’s the worst career advice you’ve gotten?

When we were seeking initial investment for the launch of the LYMA Supplement, our first product, I heard over and over again, “No one's going to pay premium prices for a supplement, however good the science is.” I remortgaged my home and launched it from my own kitchen table instead. I trusted the evidence over the doubters. It wasn't a calculated risk; it was conviction, belief in what I'd built, and it paid off. It was a very different story after we launched when every firm that had said no came back wanting in.

What’s the best piece of non-obvious career advice you’ve gotten?

Never compromise. When I founded LYMA, the rule was simple: we need scientific proof that it works. The Supplement exists because we insisted on eleven patented, peer-reviewed ingredients dosed at the real clinical level. The Laser took 18 months to get FDA-cleared, the first clinic-grade cold laser cleared for home use in the U.S., because we wouldn't cut corners to get there faster. ID², our gut health formula which launched this year, feeds all four sections of the gut instead of one because that's what the science called for. LYMA Skincare works across all five mechanisms of skin aging, where most products stop at one or two. Water any of that down to save money or time, and you've lost the thing that made it worth building. Trends come and go, but credibility doesn't.

What was a heartbeat moment for you in your career?

After my daughter was born, I developed septicemia and spent six weeks in intensive care. When I finally came home, I was told I was medically well even though I'd never felt worse. Nothing I tried helped until I met Professor Paul Clayton, a world authority on preventative health. He gave me a protocol of patented, peer-reviewed ingredients at real clinical doses, and within weeks I felt like myself again for the first time in months. That was my heartbeat moment, and it’s the reason LYMA exists. I couldn't shake the thought that I'd only recovered because I happened to meet the right person at the right time, and that felt deeply unfair. That protocol became the LYMA Supplement, and everything we've built since, the Laser, ID², LYMA Skincare, traces back to that one realization: if it worked for me, it could work for so many other women, too.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

My sister Emily. She has epilepsy, and she's built an entire life around never knowing whether that day is going to include a seizure, including starting her own business and raising serious money for charity along the way. She's said to me more than once: "I get up every day and don't know whether I'm going to have a seizure, but you can't expect to achieve anything in life if you don't go out and fight for it." It's the closest thing I have to a personal definition of courage, and it's shaped how I've built LYMA.

Where have you caused some good trouble in your career?

Every time we've launched something that didn't fit into an existing regulatory box. When we brought the LYMA Laser to market, the first clinic-grade cold laser cleared for home use, there was no precedent for it anywhere, so the FDA process alone took 18 months. In the UK and Europe, regulation moved more slowly than innovation, which holds British companies like ours back from commercializing at home. I've spent a lot of time lobbying the UK government to catch up. There's finally some good news: the FDA and MHRA have recently signaled they're working towards closer alignment, which should make things easier for British innovators. In the meantime, it's been easier to do business in the U.S., and it shows as over 70% of our revenue comes from the U.S. I'd rather be the one causing some good trouble than waiting for someone else to.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Christine Cassis has stepped into the role of Chief Marketing Officer at Twitch

• Nicole Sia has been appointed Head of Social Media at Chase

• Carey Collins Krug has been named Chief Marketing Officer at Vuori

• Emily Turner is now Chief Marketing Officer at Albertsons Companies

• Loreal Lynch has taken on the role of Chief Marketing Officer at Nooks

• Amber Guild has been named President and CEO of Susan G. Komen

DEAR FQ

Your burning career questions answered

Shelley Zalis of The Female Quotient weighs in:

First, nerves are completely normal. Everyone gets them, even the most confident and experienced speakers. One trick I swear by? Say your first few lines to someone backstage before you walk on. It helps get the shaky voice out of your system so it doesn't show up when you step in front of the audience.

As for what to say, your greatest advantage is your lived experience. No one knows your stories, insights, or perspective better than you do. That's what people connect with and remember. Jot down a few key points, practice them, and consider doing a dry run with friends to build confidence and get feedback. The goal isn't to memorize every word. It's to internalize your message so you can focus on the conversation, not the script.

And most importantly, remember that you were asked to speak for a reason. Someone saw value in your perspective and believed you belonged on that stage. Now it's your turn to believe it too. You've got this!

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Timing is everything

Early birds, day-thinkers, or night owls, we all have different rhythms, and our best ideas don’t always show up on a 9-to-5 schedule.

Nearly half of employees say their best thinking happens in the early morning, before inboxes, meetings, and notifications take over. For others, creativity kicks in later. Nearly one in four say their best ideas come at night, when the day finally quiets down.

The point isn’t that one time is better than another. It’s knowing when you do your best thinking and, as much as possible, designing your day around it. Save the deep work for your sharpest hours. Your calendar may not always cooperate, but your brain usually knows what it’s doing so that you can operate at your highest potential. 🧠

To advocating for ourselves, period 🩸

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

WHAT’S ON DECK

• Tell Me More: Women are 2x more likely than men to be judged for using AI on their resume

• FQ Leaders Spotlight: Tasmia Rahman, Founder, Atlantic Ivy

• Inside Track: Leaders on the move

• Dear FQ: What feedback is really telling you

• Poll the Pack: Plot twist: people skills matter

TELL ME MORE

Beyond the algorithm

AI is everywhere. It's drafting emails, summarizing meetings, and helping people work faster than ever before. Used critically and thoughtfully, it has the power to increase productivity, unlock creativity, and free people to focus on the work that *really* matters.

AI isn't without its flaws. It can hallucinate, reinforce misinformation, and reflect the biases embedded in the data it learns from. Those issues have sparked important conversations about building AI more responsibly. Yet there's another bias emerging, and it’s one that has nothing to do with the technology itself: bias against the people who use it. 

Former Meta strategist Zehra Chatoo, founder of Code For Good, wanted to understand how AI use influences hiring decisions. She created two identical AI-assisted resumes. The only difference was the name at the top: one belonged to "Emily Clarke" and the other to "James Clarke." Participants were told both candidates had used AI to help write their resume. The results are difficult to ignore.

97% of reviewers considered James a strong candidate. Emily's identical resume earned that same confidence with only 76% of reviewers. Reviewers were 2x as likely to question Emily's competence for using AI, while James was praised for being resourceful and showing initiative. Emily was also 22% more likely to be viewed as less trustworthy. One reviewer commented, "She can't even write a CV herself." James, on the other hand, was described as someone who "just needed a bit of help putting it together." Perhaps most surprising, the strongest bias came from Gen Z men who were AI users themselves. They were 3.5x more likely to describe Emily's resume as weaker than James'.

These findings reveal something much bigger than hiring bias. They expose what researchers are calling a competence penalty, a workplace bias where women are perceived as less capable than their peers when they utilize AI tools. Companies are encouraging employees to embrace AI, and leaders are telling their teams to experiment with new tools and build AI literacy. If women are judged more harshly for using those same tools, they're being asked to navigate a workplace where the rules aren't applied equally.

That helps explain another trend. Women consistently report adopting AI at lower rates than men. One might assume that's because women are less interested in the technology, but the evidence suggests otherwise. Many women understand AI's value, but they also understand the risks. Women are more likely to question AI's accuracy, consider its ethical implications, and worry about how its use will be perceived. In an environment where identical work is judged differently depending on who submits it, that caution isn't a lack of confidence, it's a rational response to an uneven playing field. 

The people who build AI already don't fully reflect the people who use it. Women remain significantly underrepresented in AI leadership, which means the systems being developed are shaped by a narrower set of perspectives. Generative AI models continue to evolve based on how people interact with them, what they ask, and the data they're exposed to. If the majority of builders and adopters are men, those systems risk becoming even more biased. A UN women study of 133 AI systems found that 44% exhibited gender bias, and 25% demonstrated both gender and racial bias. 

Organizations can't afford for anyone to sit on the sidelines. AI is a competitive advantage and employees who know how to use it effectively save time, increase productivity, and can devote more energy to higher-value work. As Nvidia CEO Jensen Huang has famously said, "You're not going to lose your job to AI. You're going to lose your job to someone who uses AI."

But if one group receives praise for using AI while another receives skepticism, we risk widening workplace inequities that already exist (the glass ceiling, the motherhood penalty, and wage gap to name a few).

This isn't simply about teaching people how to use AI. Companies are already investing billions in AI training and transformation, and globally, corporate AI investment is expected to rise by 47% this year. The harder work is changing the culture around AI adoption. Leaders need to set clear expectations for responsible AI use, evaluate people on the quality of their thinking rather than whether they used AI to get there, and actively challenge the biases that shape perceptions of competence. AI may be changing how we work, but the challenge is changing the systems that decide whose work is valued in the first place.

For more than 165 years, The Atlantic has brought us thoughtful reporting on the ideas shaping our world. The Atlantic Festival brings those conversations to life with voices across politics, business, technology, and culture. This year hear from: Florence Pugh, Padma Lakshmi, Briana Scurry, Alison Roman, Whitney Wolfe Herd, and more.

The best ideas are meant to be shared. That’s why The Atlantic has created an exclusive offer for The Female Quotient community. Bring a +1, or a few, and invite your mentor, mentee, colleagues, or leadership team, and keep the conversation going long after the festival ends. See you there!

• 15% off when you purchase 3–5 tickets

• 20% off when you purchase 6–10 tickets

• 25% off when you purchase 11+ tickets

FQ LEADERS SPOTLIGHT

Real advice, real stories, and real talk from the world’s most influential leaders.

Tasmia Rahman is an entrepreneur and business strategist who has worked in cyber security, venture capital, and educational technology. She is the Founder of Atlantic Ivy, an academy based in Dubai that offers students in the Gulf Cooperation Council region the opportunity to participate in international tournaments, and receive education in debate, public speaking, and writing. Tasmia approaches her work with a global lens, a passion for emerging technology, and a focus on what she believes truly matters: a commitment to projects that educate and empower the next generation of leaders.

What’s the worst career advice you’ve gotten?

“Stick to one path and not take risks until you're older”. We’re taught this by society from a young age, but I'm really glad that I’ve ignored it. If I waited for the “perfect” time, Atlantic Ivy, the company I founded in my twenties, would have never existed. I’ve learned that the best opportunities can come from jumping before you feel ready. Playing it safe can be the biggest risk of all.

What’s the best piece of non-obvious career advice you’ve gotten?

When I worked at a startup in Silicon Valley, one of my mentors said, “Stop networking with people in your industry. They all think like you.” This was really counterintuitive to what we're always taught; you network within your industry because you can discuss similar challenges and experiences.

It’s the conversations with founders in different spaces that can create new paths. This especially rang true with Atlantic Ivy. I founded the company in Dubai, where there are so many different industries, like health, technology, and hospitality. Being able to network with different founders and professionals in those industries and hear a breadth of diverse perspectives taught me to think of questions I’d never previously considered, and to challenge assumptions within the education industry.

What was a heartbeat moment for you in your career?

By the time I was a senior in college, I was burnt out from chasing achievement instead of purpose and meaning. I was doing everything to look successful, but I felt unfulfilled. I think it’s a common trap that people fall into, whether they are in an academic or professional setting. From that moment on, I measured my success based on impact and joy. 

So I quit the job I had worked so hard for in order to chase my passion. It was difficult starting a company and moving to Dubai, a place I'd never been to before. But I had a heartbeat moment when we took the first cohort of students to Harvard to compete. Afterwards, Harvard sent us a letter of recognition, stating that they had never had participation from that part of the world before. I was so proud because we had created an international place to foster opportunity. It was no longer an idea in a Google doc, but a physical thing that was right in front of us.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I’d give flowers to Mohaimina "Mina" Haque, the CEO of Tony Roma's and the Principal Attorney & Founder of her own law office. I saw on LinkedIn that she was also Bangladeshi, and I thought, “There's not many female Bangladeshi lawyers out there.” I reached out and we connected. Since then, she has been an incredible mentor to me, in navigating my career and in how I show up as a leader. She is a founder of two companies and balances having a family at the same time. She taught me what real confidence looks like: being calm, steady, and unapologetically yourself.

Where have you caused some good trouble in your career?

I've caused good trouble in designing programs that give students in the Gulf Cooperation Council region access to international experiences, while also placing a focus on public speaking and critical thinking. Those skills aren't always prioritized in education or industry. People focus on “Where's the data?” or “How do you make money?” But in this world of growing AI and technology, those are the skills that are going to be the most necessary. There need to be more opportunities for students to feel comfortable in their own skin and to advocate for their ideas.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Jean Ellen Cowgill has been named Head of Marketing at Gamma

• Jasmine Sevan has stepped into the role of Vice President of Communications at SKIMS

• Brianne Herman (Reedy) has been appointed B2B Integrated Marketing Lead at OpenAI

• Alanna Gregory is now the first-ever Chief Marketing Officer at Fora Travel

• Leslie Fogel has taken on the role of Head of Talent Partnerships at SonderCo

• Joss Hastings has been promoted to Senior Vice President of Marketing for Disney Consumer Products at The Walt Disney Company

DEAR FQ

Your burning career questions answered

Rachel Apirian of The Female Quotient weighs in:

Getting criticism can certainly be tough, making the old adage of “it’s not personal, it’s business” feel like a lie. Feedback often feels personal because our work is personal. We invest our time, energy, judgment, and creativity into it. When someone critiques the work, it's easy to feel like they're critiquing us.

There's a reason for that. Research shows our brains often process criticism as a threat, triggering the same fight-or-flight response that makes it difficult to think clearly in the moment. The challenge isn't eliminating that reaction, it's learning not to let it dictate how we respond.

There’s a silver lining! Constructive criticism isn't necessarily a sign that you've failed; it's often a sign that someone believes you're capable of more and wants to help you succeed. Listen, ask questions, look for patterns, and separate what is useful from what isn't. Not every piece of feedback should be acted on, but every piece of feedback is data.

Once the initial emotion has passed, ask yourself: What can I learn from this? Is this feedback specific to this project, or does it reveal a larger opportunity for growth? And make sure your manager can see that you're acting on it. One of the clearest signals of growth is demonstrating that you've taken feedback seriously and adjusted your approach. Managers don't expect perfection, but they do expect progress. If the same feedback surfaces repeatedly without any visible effort to improve, it can signal a lack of self-awareness or coachability. The goal isn't to get everything right immediately. It's to show that you're listening, learning, and committed to your role. 

Bottom line: Use critical feedback to develop the self-awareness, resilience, and confidence to learn from it without letting it define you.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

The company you keep

When it comes to advancement, what is the secret sauce? The majority of employees say it’s all about relationship building. In today's workplace, opportunities, influence, and growth often travel through people. The stronger your network, the stronger your support system.

Critical thinking came in second. In an age where AI can generate answers in seconds, the advantage isn't having all the information, it's knowing what to do with it. The people who advance are the ones who can question assumptions, connect the dots, and make sound decisions.

The common thread is that the skills that matter most are human ones. Relationships, judgment, and adaptability are difficult to automate and increasingly valuable to master.

Say my name, say my name 🎶

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

WHAT’S ON DECK

• Tell Me More: Women are given worse financial advice than men

• FQ Leaders Spotlight: Raven Jemison, President, Kansas City Current

• Inside Track: Leaders on the move

• Dear FQ: The AI question leaders should be asking

• Poll the Pack: The hidden cost of hybrid

TELL ME MORE

Money Talks

Shopaholic, retail therapy, impulse buy, girl math, treat yourself. For decades, the language around women and money has painted women as emotional spenders, not financial decision-makers. Meanwhile, men’s spending is more often framed as a hobby, investment, or passion. The problem is so much more than the language itself, but what happens when those assumptions influence how women are given financial advice. A study published in the American Economic Review found that women are more likely to receive lower-quality financial advice than their male counterparts, steering them toward more costly, in-house investment products that made banks more money. So how did we get here?

It begins in childhood. While girls are encouraged to save money, boys are taught to build wealth. A UK study revealed that girls receive 20% less allowance than boys. Boys were more likely to be paid for “premium chores,” like washing cars or mowing lawns, while girls were expected to complete indoor household work, like washing dishes or clearing the table, without compensation. The lesson may seem subtle, but girls are often raised with the view that finance is a male domain. 

By adulthood, those messages compound. While more women go to college than men, they are also more likely to graduate with student debt, earn less over their careers, and experience interruptions to income because of caregiving responsibilities. Today, women earn roughly 81 cents for every dollar earned by men. Mothers face an additional penalty, with lower starting salaries, slower promotions, and wage declines associated with every additional child. On top of that, they’re often viewed as less committed, less competent, and less promotable. And when push comes to shove for caregiving duties, it’s primarily women who leave their jobs entirely. 

All of this contributes to less money in the bank (in 2022, women saved an average of $3,146 while men saved $7,007), limited Social Security benefits (women only receive 80% of the benefits men do), and less money for retirement (women save an average of 30% less than men). This is significant because women live an average of 7 years longer than men and often in poorer health.

Then comes another challenge: confidence. Research consistently finds that women know more about money than they think they do, yet are more likely to second-guess themselves. A global financial literacy study found that men outscored women in every country surveyed. But experts argue that part of the gap is not knowledge, it's confidence. Many women blame themselves for feeling behind, without recognizing that financial knowledge has historically been passed through male-dominated networks for generations. Conversations about investing, wealth-building, business ownership, and financial strategy were exchanged on the golf course, fraternity houses, and around dinner tables from father to son. 

The irony is that when women do invest, they often outperform men. Studies have found that women tend to trade less frequently, maintain more diversified portfolios, and make more disciplined long-term decisions. Yet 38% of women say they avoid investing because they lack confidence in their knowledge and abilities.

Over the next two decades, women are expected to be the primary beneficiaries of the $124 trillion Great Wealth Transfer, one of the largest transfers of wealth in history. Women already control or influence the majority of household spending, and many will receive inheritances or divorce settlements. Yet most are unprepared for those responsibilities.

Financial literacy is about more than investing, it's about having options. It's understanding what happens to your retirement accounts in a divorce, knowing the questions to ask when you inherit money from a parent, recognizing the fees hidden inside an investment product, or feeling confident enough to challenge advice.

The American Economic Review analyzed 27,000 meetings between financial advisers and clients and found that women were more likely to be guided toward more costly products and in-house investments that benefitted banks. They were also less likely to receive fee rebates on the funds they invested in.

The good news is financial literacy is learnable. It’s about understanding money and having control over your future. Start by understanding compound interest, retirement accounts, investing, taxes, and fees. Ask questions and know where your money is. Most importantly, stop waiting until you feel "ready." Confidence is usually the result of taking action, not the prerequisite for it. 

Women were once prohibited from opening a bank account or obtaining a credit card without a husband's signature (until 1974!!). We’ve come a long way, and today women are poised to control more wealth than ever before. We have the access, the next step is making sure women have the knowledge and confidence to use it.

FQ LEADERS SPOTLIGHT

Real advice, real stories, and real talk from the world’s most influential leaders.

Raven Jemison knows a thing or two about building winning organizations. After leadership roles spanning all four major U.S. sports leagues, and most recently as the EVP of Business Operations for the NBA’s Milwaukee Bucks, she now serves as President of the Kansas City Current, one of the fastest-growing franchises in women's sports. Her focus is driving revenue, expanding partnerships, and creating a sustainable business model for the future of the game.

Beyond the field, Raven is committed to helping others rise in the business of sports. In her book, More Than Representation: The Cheat Codes to Own Your Seat at the Table, she shares the career strategies and lessons that helped her navigate the sports industry and earn recognition as a Sports Business Journal Game Changer and one of Adweek's Most Powerful Women in Sports.

What’s the worst career advice you’ve gotten?

Be the first one in and the last one out. The problem with that advice is there’s no context. You can be the first one in, but be unproductive all day. I would instead say you should add value and be irreplaceable to the company.

What’s the best piece of non-obvious career advice you’ve gotten?

Figure out the best way to communicate your value to your peers, leadership, and the organization. Sometimes it's not what's in the job description, but reading between the lines and figuring out those necessary intangibles like soft skills. When it comes to promotion conversations, you have to develop an elevator pitch about the value you bring. I learned this the hard way one year when I didn’t get promoted or receive the bonus I thought I deserved. I decided that I would never go into another conversation like that unprepared.

What was a heartbeat moment for you in your career?

In my first real leadership role, when my staff hit their goals, I was happier for them than I was for being paid a bonus. It was in that celebratory moment that I realized how much I enjoy investing in other people's success. 

I really came into my own at the Pittsburgh Pirates. The team was not doing well on the field and we had lost a lot of games, but we still had to hit our goal. I discovered my strength as a leader lies in coaching and service. It’s what gets me excited about coming to work every day.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would like to give flowers to two people. The first is Pam El, who was the Chief Marketing Officer for the NBA when I was there. She was the first C-suite Black woman that I saw in sports, and she wrapped her arms around me and a few other women. She showed me what was possible in the C-suite. She was a great leader who demonstrated grace and compassion. I would not be sitting in this seat without seeing her example.

The second person would be Nicole Jeter West, who is a consistent and prominent sports business professional. She shows up with swagger, confidence, and courage. She’s been in the seats that I've sat in and understands what I’m going through. She asks me hard questions and holds me accountable. It's helped me grow, evolve, and lend myself to the world.

Where have you caused some good trouble in your career?

There's a saying that, “if you can see it, you can be it.” As I’ve gone on my career journey, I’ve had people ask how I got to my current position or if I would be their mentor. I decided to write a book about my experience. I consider it good trouble because I was able to share how challenging it can be to be “the only” or “the first" to do something in a field. Writing this book was my contribution to those who might be in a similar situation, feeling alone.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Kelly Beaver MBE has been named the new Global CEO of Ipsos, and is the first woman to lead the company in its history

• Sally Barton has taken on the role of Director of Equity for OREO at Mondelēz International

• Sarah Stansberry has been appointed Chief Marketing Officer at Sprinklr

• Skye Anderson has stepped into the role of  President of McDonald's USA

• Trina Roffino has stepped into the role of CEO of Cohera

• Kathleen Van Nest Pierce is now President of J.Crew

DEAR FQ

Your burning career questions answered

Niki Fleshner of The Female Quotient weighs in:

It’s no wonder you’re lacking clarity. “Move faster with AI” is a directive, not a strategy.

The first question to ask your team isn't "How do we use AI?”, but instead ask, “Where are we slowest, and what would 10x speed look like there?” At The Female Quotient, we've approached this from both ends: top-down and bottom-up. Leaders need to be in the sandbox themselves participating, not just delegating AI exploration. It’s typically the people closest to the day-to-day work who find the highest-leverage applications first. They just need the space and encouragement to bring those ideas forward.

Here are a few ways to make this more actionable:

• Map the workflows that take up the most time on your team. This will serve as your AI roadmap.

• Instead of a 12 month strategy, run 30-day experiments. Short feedback loops help you learn faster and adapt as you go.

• Make adoption visible and share wins across the organization, because nothing accelerates a culture shift like proof of points.

The goal with AI is not to automate everything, but to free your team to spend more time doing what humans do best: building relationships, exercising judgment, solving complex problems, and thinking creatively.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Blurred lines

Hybrid work helped to solve one of the biggest workplace challenges: giving people more flexibility. And in many ways, it has. Research consistently shows employees value the autonomy, reduced commuting time, and better work-life integration that hybrid work can offer. But flexibility comes with a tradeoff: boundaries become your responsibility.

For most employees, the biggest challenge is knowing when work starts and ends. When your office is everywhere, work can become on-going. A quick email after dinner, a Slack message during school pickup, or a presentation that follows you into the weekend. Over time, the line between being flexible and being constantly available starts to blur. Experts suggest establishing clear boundaries around work hours and responsiveness. Boundaries aren't a luxury; they're needed for sustainable performance.

Following closely behind are communication gaps and staying visible. In a traditional office, visibility often happens by accident. You overhear conversations, bump into colleagues, and casually share updates. In a hybrid environment, those moments don't always happen organically, which means communication has to become more intentional.

The most successful hybrid employees proactively share progress, communicate priorities, and make their contributions visible without waiting to be asked. The future of work isn't about being in the office five days a week or working remotely forever, but about building the skills that make flexibility work.

Here’s to believing, and investing, in yourself 💸

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

WHAT’S ON DECK

• Tell Me More: The Women’s Pro Baseball League inaugural season 🏀

• FQ Leaders Spotlight: Esther Wallace, Designer and Founder, Playa Society

• Inside Track: Leaders on the move

• Dear FQ: Wellness perks mean nothing without this

• Poll the Pack: The best workplace cultures normalize one thing

TELL ME MORE

Bat with a vengeance

In A League of Their Own, Tom Hanks' character Coach Jimmy Dugan declared, "There's no crying in baseball!" But what if they're happy tears? After 72 years, professional women's baseball is back.

In August 2025, more than 600 women from 10 countries traveled to Nationals Park, home of the Washington Nationals, to try out for the Women's Pro Baseball League (WPBL). Just 60 players earned spots on the league's first four teams, with the inaugural season beginning August 1, 2026, in Springfield, Illinois. First-round draft pick Kelsie Whitmore summed it up: "This is every little girl's dream to play professional baseball." It's been a long time coming.

If you ask someone about women's baseball, they'll probably mention A League of Their Own, but the real story started long before Hollywood. In 1866, Vassar College formed the country's first organized women's baseball team. Their uniform? Ankle-length wool dresses, not exactly ideal for stealing bases. Just 12 years later, the team was disbanded after parents raised concerns about their daughters' "safety."

The game returned in 1943 under extraordinary circumstances. With more than 500 Major League players serving in World War II, Chicago Cubs owner Philip K. Wrigley worried baseball would lose its audience. His solution was the The All-American Girls Professional Ball League (AAGPBL), where women between ages 16 and 27 filled the diamond. Black women, however, were excluded and instead found opportunities in the Negro Leagues, where pioneers like Toni Stone, Mamie Johnson, and Connie Morgan built remarkable careers of their own.

The women who joined the AAGPBL were expected to be as polished as they were talented athletes. The league’s etiquette book required players to maintain a "lady-like appearance," wear makeup, style their hair, and play in belted skirts that left them with unnecessary cuts, bruises, and road rash after every slide into base. None of it stopped them. At its peak in 1948, more than one million fans packed ballparks across the country. For many players, baseball provided a taste of financial independence, allowing them to earn more money than they ever had while traveling the country doing what they loved. But when the war ended and Major League Baseball resumed, the women's league disappeared by 1954.

Girls never stopped playing baseball, but they started to run out of places to play. Today, 100,000 girls play youth baseball in the U.S. By middle school, those numbers plummet. By the time high school rolls around, only about 1,000 girls nationwide still play, compared to 473,000 boys. Instead, girls are funneled toward softball, a different sport that offers established travel teams and college scholarships. Softball, which uses a larger ball and smaller field, was created in the 1880s as an indoor alternative to baseball. That, in combination with the underhand pitching, made it perfect for the “weaker” sex. As Assia Grazioli-Venier put it, "I was shocked, frankly, that baseball is the national pastime in the U.S., and we have every other major sport represented by men and women."

That's exactly what WPBL co-founder Justine Siegal set out to change. The first ever woman to coach an MLB team with the Oakland Athletics and the founder of Baseball for All, Siegal said becoming a mother only strengthened her resolve. She wanted her daughter, and every girl who loved baseball, to have a future in the sport she never did.

The timing couldn't be better. Women's sports continue to break records and expectations. Global women's sports revenue is expected to surpass $3 billion this year, while sponsorship investment is growing 50% faster than in men's top leagues. The WPBL hopes to build on that momentum with its inaugural four teams. Rather than choosing traditional mascots, each franchise honors a trailblazing woman: the New York Heights honors the “Godmother of the Civil Rights Movement” Dr. Dorothy Height, the Los Angeles Queens celebrate the “Queen of Baseball” Lizzie Murphy, the San Francisco Firebells honor civic leader Lillie Hitchcock Coit, and the Boston Hunters pay tribute to pioneering physician and women's rights advocate Dr. Harriot K. Hunt.

More than 70 years after women's professional baseball disappeared, two former AAGPBL players, 99-year-old Maybelle Blair and 91-year-old Jeneane Lesko, stood at the WPBL tryouts and watched a new generation chase the same dream they once had. They saw doors close and now they get to watch them reopen. 🎶 “Batter up, hear that call, the time has come, for one and all to play ball.” 🎶 This was the opening stanza of the All-American Girls Professional Baseball League’s official song. And it couldn’t be more apropos over 70 years later. The time has come.

FQ LEADERS SPOTLIGHT

Leaders who don’t fit the mold, and don’t try to

Esther Wallace is redefining what women's sports merchandise can be. As the Founder and Creative Director of Playa Society, Esther recognized that merch surrounding women’s teams and athletes deserved more. She built a streetwear brand rooted in storytelling, creating hand-drawn designs that celebrate the athletes, moments, and culture that have shaped women's sports. That vision struck a chord. From collaborations with the WNBA and its biggest stars to sold-out drops, Playa Society has become one of the most influential brands in women's sports. Esther isn't simply selling merch, she's helping build the culture surrounding women's sports, one design at a time.

What’s the worst career advice you’ve gotten?

When I was getting started as a solo entrepreneur, it was very overwhelming. Someone gave me the advice to “just hire anyone” to take things off my plate. It was the worst advice, because when you’re building a team, it’s important to hire the right people. You need people who understand how to build both an internal and external community.

What’s the best piece of non-obvious career advice you’ve gotten?

Don’t ask people who have never been there for directions. It's really important to build a network of people who have taken similar paths and bring real expertise and lived experience. Find those common denominators so that when you're seeking advice, you're doing it from a place of credibility.

What was a heartbeat moment for you in your career?

In the second year of my business, I was able to create player product. At the same time, Sylvia Fowles, a legendary basketball player and coach, was retiring and had an entire fan base that couldn’t access any jerseys or shirts with her name on it. I felt that I needed to make something both for her fans and Sylvia, who happens to be one of my favorite players of all time. After the game, I was standing on the court, and she gave me a hug and thanked me for creating the artwork and thinking of her. It made me realize that this is what I need to be doing with my life. The work is meaningful. It made her and her fans feel seen, and that’s powerful.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to Tracy Hughes, an agent at Always Alpha. At my second Final Four pop-up, I didn't have any employees. The warehouse I was using suddenly shut down and I had to change warehouses quickly. During all of this, Tracy would stay up with me every night on the phone and help get everything together, including the floor plans. Her support was instrumental.

Where have you caused some good trouble in your career?

Everywhere, and especially the WNBA. We were the first boutique brand to secure the rights to create both league and player merchandise. There wasn't a playbook, infrastructure, or clear guidelines for what that looked like. We were building something that hadn't been done before, which meant pushing boundaries and, at times, asking for forgiveness rather than permission.

At the time, the prevailing belief was that player-centric merchandise for women simply wouldn't sell. But I was in the community, listening to fans, and talking to athletes. I knew there was demand for products that celebrated women's sports in a more authentic and creative way. Every design starts with one question: Would I wear this? If I wanted it in my closet, I believed there were thousands of other fans who would, too. It turns out they were just waiting for someone to make it.

Want to nominate a leader you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Tracy Nguyen has been promoted to SKIMS first-ever Chief Communications Officer

• Christina Ruggiero has taken on the role of Regional President of Mars Pet Nutrition North America

• Prachi Priya has been named Managing Vice President, Enterprise AI & Analytics Products at Marriott International

• Allison Badea has stepped into the role of Chief Marketing Officer of kate spade new york

• Sobi Velauthapillaion is now Global Marketing Director at AstraZeneca

• Julie Scelzo has been appointed Chief Creative Officer at Xfinity

DEAR FQ

Your burning career questions answered

Hunter Grace of The Female Quotient weighs in:

This can be incredibly frustrating when your company is talking the talk, but not walking the walk. Meditation apps, wellness stipends, and free yoga classes lose their impact if employees are drowning in unrealistic workloads and constant urgency.

Globally, organizations spend more than $60 billion on workplace wellness, yet burnout and disengagement continue to rise. Gallup estimates that burnout and low engagement cost the global economy $8.8 trillion annually. 

Approach the conversation with your manager through the lens of alignment. You can say something like: “I want to make sure I’m prioritizing the highest-impact work effectively. Right now, the workload is difficult to sustain, and I’d love to talk through priorities, timelines, and where I should focus most.”

This reframes the conversation around performance, clarity, and long-term sustainability instead of simply pointing out what feels broken. It signals that you care about doing great work, but also recognize that constantly operating at maximum capacity is not actually productive.

And for leaders, this is the bigger lesson. Wellness is not just about what companies offer, it’s about what they operationalize. If employees don’t have the time, space, or psychological safety to actually use the resources available to them, the message stops feeling supportive and starts feeling performative. Real workplace well-being is built through manageable expectations, clear priorities, autonomy, and trust. 

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Feedback should be ongoing, not ominous

Feedback shouldn’t feel like a performance review jump scare. It’s a necessary tool for growth, and it works best when it’s an active, ongoing exchange. Done well, feedback improves communication, engagement, productivity, and the quality of the work. But how it’s delivered makes the difference.

For many employees, scheduled 1:1 time is the preferred format. It creates space for real dialogue between a manager and employee, where both sides can share perspective, address challenges, and get clarity. Close behind are employees who want feedback in the moment, also known as fast feedback. Real-time input helps people adjust quickly, reinforce what’s working or not, and improve before small issues become bigger ones.

The key is making feedback part of the culture, not a once-a-year event with ominous calendar energy. When feedback is continuous, people understand the intention is to help them grow, improve their work, and make the team stronger. It becomes less scary because it’s not a surprise, it’s simply part of how everyone gets better together.

And the impact is real. Employees who receive continuous feedback are 3.6x more likely to be motivated to keep doing great work. So don’t wait for review season: ask, listen, adjust, and repeat. That’s how growth actually happens.

Batter up ⚾️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

WHAT’S ON DECK

• Tell Me More: People with sisters are more optimistic and resilient

• FQ Leaders Spotlight: Logan Brown, CEO & Founder, Soxton.AI

• Inside Track: Leaders on the move

• Dear FQ: What to do when everything is urgent

• Poll the Pack: The art of feeling accomplished

TELL ME MORE

Soul sisters

Little Women follows the lives of the four March sisters who, no matter the circumstance, find solace, creativity, chaos, and comfort in one another. More than 150 years later, Louisa May Alcott had it right: there’s just something about sisters. They are our confidantes, co-conspirators, rivals, cheerleaders, emergency contacts, and occasionally, our biggest headaches. One minute you’re fighting over bathroom time or the front seat and the next you’re sending each other “text me when you get home” messages.

Sibling relationships are often overlooked in favor of studying parent-child dynamics, but research shows sisters have a profound impact on our lives. A study published in the Journal of Family Psychology found that simply having a sister is linked to better mental health, stronger self-esteem, and lower rates of loneliness, guilt, and fear. Researchers followed nearly 400 families. The study’s author, Laura Padilla-Walker, examined the dynamic of families with two or more kids, with at least one child between the ages of 10-14 years old. When she checked back in with the families a year later, she made a discovery: “Just having a sister led to less depression.” She found that sisters make people talk about their feelings, whether they want to or not. In families with sisters, adolescents were protected from “feeling lonely, unloved, guilty, self-conscious and fearful,” with birth order or age difference having no bearing on a sister’s influence. 

This may come as a surprise to anyone whose childhood included slammed doors, screaming matches, and passive-aggressive “borrowing.” But even that has value. Researchers say sibling conflict teaches emotional regulation, communication, and compromise. In other words, arguing with your sister may have been preparing you for the workplace all along. Sisters are often the only people who can humble you and hype you up in the exact same phone call. 

Sisters tend to influence the entire family dynamic. Studies show that brothers with sisters often develop stronger communication skills and greater emotional awareness. And as siblings get older, the relationship usually shifts from competition to connection. One long-term study found that healthier sibling relationships at age 23 were directly tied to stronger mental health and emotional well-being by age 41. Perhaps that’s why sister duos continue to fascinate culture, from Venus and Serena to Mary-Kate and Ashley. After all, before the group chat, before the therapist, before the work bestie…there was probably your sister.

But for some, they experience a strained relationship with their siblings. Research on sibling estrangement shows that unresolved conflict can lead to long-term grief and stress. Unlike friendships that naturally drift, sibling relationships are tied to family history, identity, and shared memories, which can make distance feel especially painful. Experts say that when possible, addressing conflict directly and attempting repair can be meaningful, as sibling relationships are often among the longest and most influential connections in a person’s life.

Which is part of what makes sisters so important later on. In adulthood, sisters often become the glue holding families together. As parents age, it’s frequently sisters coordinating care, organizing holidays, keeping traditions alive, and making sure everyone still speaks to each other after Thanksgiving dinner. NPR’s Allison Aubrey points to research showing that adults with warm sibling relationships report greater happiness throughout life, “Even though people have lots of different relationships with friends over their lifetimes, those who have warm relationships with sisters and brothers report better well-being. And those who have unresolved rivalries or conflict tend to have more emotional angst. The research shows this holds up well into retirement age.”

That’s because siblings occupy a unique role in our lives. Friends come and go, careers change, and entire identities evolve, but your siblings remember every version of you,  awkward middle school phase included. As sociologist Catherine Coger put it, “To the outside world, we all grow up, but not to brothers and sisters. We know each other as we always were. We share ‘in-jokes,’ family griefs and joys. We live outside the touch of time.” We are each other’s first friends and important teachers. So let’s hear it for the girls.

FQ LEADERS SPOTLIGHT

Leaders who don’t fit the mold, and don’t try to

The legal profession has largely remained the same for the last several hundred years, but Logan Brown is changing that. She is the CEO and Founder of Soxton.AI, an AI-powered law firm helping startups. She’s been in the industry since age 12, when she landed an internship at her local district attorney’s office. Her interests soon grew to include coding and entrepreneurship. After graduating from Harvard Law School, she was an associate at a big law firm where she saw the profound effect that technology was having on the field. Now, with her company, she is ensuring that advances in tech make great legal services accessible to everyone.

What’s the worst career advice you’ve gotten?

Anytime someone told me that there is only one way to be or do something. When I was pitching Soxton.AI, someone gave me feedback that I seemed “too coachable.” In another meeting I was told that I seemed overconfident. People will always have their opinions, and there’s no winning in that kind of situation. You have to trust and stay true to yourself.

What’s the best piece of non-obvious career advice you’ve gotten?

Melanie Perkins, the Co-Founder and CEO of Canva, once said that when you're building a startup, there's so much advice that you receive. While you can take things from other companies, you should think of your startup as a house. If you’re using bricks from other companies to build it, it might not work or fit. I can’t try to emulate another company’s success. I know myself and my employees, and I want to create something that will work best for me and the people I’m surrounded by.

What was a heartbeat moment for you in your career?

When I left my job at a law firm. It was a difficult decision, as it was secure and had a clear path for advancement. And there I was, starting my own company and embarking on a new journey. In order to do that, you have to really believe in yourself and what you’re trying to accomplish. I'm very excited about my work, and I know it was the right choice. It’s so rewarding because a lot of my clients are founders and I get to witness them on their own journeys.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I’d like to give flowers to Katie Jacobs Stanton, who is the Founder and General Partner of my lead investor, Moxxie Ventures. She's had an incredible career working at companies like Yahoo, Twitter, and Google. She introduced me to so many different people that she’s professionally connected with, and everyone says the same thing: she believes in people, gives them more responsibility than they might think they are ready for, and changes lives. She changed mine. I really admire the life she has built, but also how she treats people along the way. She inspires me to continue to pay it forward.

Where have you caused some good trouble in your career?

I’m changing the way that legal services are practiced, which is disruptive in the industry. I’ve had people tell me that it won't work, as people don’t want to move away from the old system. But that’s the kind of pushback that any new player or technology receives when it first arrives.

My goal is to have more people gain access to great legal services. A lot of times, it’s inaccessible due to cost. It hurts folks that might be able to create really big businesses, but are unaware of what they need to do in the early stages of their company. We’re able to create a standard for that, allowing for better investment, setting up for investment later on, and due diligence.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Allyson Witherspoon has been appointed Chief Marketing Officer for GMC and Buick at General Motors

• Stacia Shields Parseghian has stepped into the role role of Managing Director at Atlantic New York

• Rema Vasan has been named Global President of Social and Creator at WPP Open X

• Andrea Zapata has taken on the role of Senior Vice President of Agency Partnerships at VideoAmp

• Ugwechi Amadi is now Senior Vice President and Chief Strategy Officer at McDonald's

DEAR FQ

Your burning career questions answered

Sarah Williams of The Female Quotient weighs in:

Ralph Waldo Emerson said, ”It's not the destination, it's the journey.” You’re being put in a tough spot where you’re expected to be at the destination without first embarking on the trip. This kind of tension is increasingly common, as teams today must constantly navigate change, shifting priorities, and heightened expectations from the top. But speed and progress are not the same thing. Moving quickly means very little if the work is unclear, rushed, or unsustainable.

This is where expectation-setting becomes critical. It’s about helping leadership understand what “getting it right” delivers that speed alone can’t: stronger adoption, better decision-making, and longer-lasting results. Keep them informed on progress so they can see momentum without demanding premature outcomes. And for your team, they need clarity. When everything feels urgent, nothing actually is. Clear priorities help people focus and execute better.

The role of a strong leader is to hold the line between urgency and intention, so that what moves forward is clear, aligned, and built to last. Because the goal isn’t just to move fast, it’s to build something that actually works once you get there.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

The joy of checking the box ✔️

It’s the end of the workday, and you either close your laptop feeling accomplished…or wondering what you even did all day. For most employees, that sense of satisfaction comes from making progress, whether that’s crossing things off a to-do list or moving an important project forward.

There’s a reason lists work. Productivity expert Graham Allcott, the author of How to Be a Productivity Ninja, recommends writing down everything swirling around in your head. The act of getting it onto paper creates clarity, perspective, and a greater sense of control. Plus, crossing something off just feels good. (Be honest: we’ve all added something to a to-do list after doing it just for the satisfaction.)

But accomplishment is starting to look different. More people realize that the best workdays are the ones where something meaningful moves forward, like solving a problem, having an important conversation, or finally making progress on the thing you’ve been avoiding. The key is figuring out what actually makes you feel accomplished and building more of that into your day. Slams laptop shut 👩‍💻

Go ahead, forward this to your sister, or your bestie who's like a sister! 👯‍♀️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• October 5-7 | FQ Lounge™ @ Advertising Week

• October 14 | Health Summit

• October 21 | FQ Lounge™ @ ANA Masters of Marketing

WHAT’S ON DECK

• Tell Me More: Belgium introduces the walking epidural

• FQ Leaders Spotlight: Amina Hussein, Head of U.S. Sports On-Air Talent and Development, Amazon Prime Video

• Inside Track: Leaders on the move

• Dear FQ: A top performer on my team hasn’t been themselves for weeks

• Poll the Pack: Ladies who lunch

TELL ME MORE

Epidurals are getting their due (date)

“Just give me the drugs!” We’ve all seen the scene: laboring woman, gripping the bed, yelling at everyone in sight. It’s played for laughs, but the reality is, labor is one of the most intense forms of pain the human body can experience. And for most of history, the options were… limited.  Up until the 1900s, labor pain management involved chloroform and even alcohol. 

Epidurals changed everything. Introduced in the early 20th century, they made it possible to relieve pain without putting a woman fully under. Today, about 70-75% of women in the U.S. opt for one. It works by delivering medication near the spinal cord, dulling pain while still allowing the mother to stay awake and aware. Within about 20 minutes, it can take the edge off one of life’s most physically demanding experiences.

And while the drugs are strong, they are of little risk to mother or baby, as very little is absorbed into the mother’s bloodstream. The benefits greatly outweigh the risks, particularly for high-risk pregnancies, premature births, and women with pre-existing conditions. Not to mention, epidurals are more than pain relief, they’re a critical health tool. They can also lower blood pressure, heart rate, and stress during labor. They can lower the risks of complications by 35%; and for premature births, reduce the risk of severe maternal morbidity by 47%. They’ve become a life-saving tool, and this is particularly important for the U.S., which has the worst maternal and infant mortality rates of any high‑income nation. 

And yet, it still gets a bad rap. Some of it is cultural, like the idea that birth should be “natural” or endured without intervention. Others feel pressured by their doctor or hospital staff. Some of it is misinformation. But historically, childbirth hasn’t always looked the way it does in a hospital bed today. For centuries, women labored upright, walking, squatting, and supported by other women. Lying flat on your back? That became standard much later, largely because it was more convenient for doctors, not because it was better for women.

The irony is that we now know movement actually helps. Being upright during labor can shorten delivery time, reduce the need for interventions, and improve overall outcomes. Which brings us to what’s happening now.

In February of this year, Hôpital Universitaire de Bruxelles introduced the country's first walking epidural, allowing women to actively participate in their labor. They can remain upright and mobile, rather than be confined to bed. While not a new technique (it’s been around since the ’90s), it has evolved. Similar to the classic epidural, it uses a lower dose of medication. It provides pain relief while preserving sensation and movement in the legs. Women can sit, stand, use the bathroom, and yes, even walk during childbirth on their own. It has been welcomed with open arms by many mothers, giving them agency and autonomy. 

While women won’t exactly be cruising the hallways, they can sit up and walk after a member of the medical staff has assessed the patient and ensured that she is capable of walking. After that, she is able to walk with assistance from her partner. This can greatly affect her labor. Research from the Cleveland Clinic suggests that it can help shorten delivery time and improve the overall experience. A Cochrane review also found that upright positions during labor can reduce the first stage by more than an hour and may lower the likelihood of medical interventions like a C-section or the usage of forceps or vacuum extraction. It also gives women greater dignity and control.

This isn’t cutting-edge everywhere. In countries like France, Germany, Sweden, Switzerland, and many others, walking epidurals are already part of standard care. But in the U.S., even if they are given a lower dose epidural, women are rarely allowed to get up and walk to minimize the hospital’s legal liability from a fall. 

While this isn’t a medical breakthrough, it is a mindset shift. We’re moving away from a one-size-fits-all model of childbirth and toward something more personalized, more flexible, and more grounded in how women experience labor. The progress is in rethinking who gets to decide how birth happens.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Amina Hussein stands on business as a sports content strategist and Emmy-award-winning producer. Initially hoping to work in broadcasting, she discovered that working behind the scenes felt more rewarding. Over the course of her career, she has managed high-profile cast and production teams. When Amazon held exclusive rights to NFL games, she created Thursday Night Football from scratch, recruiting and securing talent. Prior to Amazon, she worked at ESPN for two decades as a senior coordinating producer on shows including NFL Live, Sunday NFL Countdown, and NBA Countdown.

What’s the worst career advice you’ve gotten?

“Never leave a stable job.” Sometimes you have to let go and bet on yourself in order to welcome new and impactful opportunities into your life. Timing is everything.

What’s the best piece of non-obvious career advice you’ve gotten?

Insecurities are loud, confidence is quiet. That has always stayed with me.

What was a heartbeat moment for you in your career?

I have been a part of many incredible experiences at Amazon, including launching Thursday Night Football on Amazon Prime Video, coverage around the National Women’s Soccer League, National Hockey League Monday in Canada, NASCAR, and now our first global sports property, the NBA. 

It has been one of my favorite projects building out our talent roster and helping shape the identity of Prime Video’s NBA coverage. Stepping into the role of Executive Producer of NBA on Prime was a “pinch me” moment. The feedback from our viewers has been overwhelmingly positive, and I couldn’t be prouder. Years ago, I left what I thought was my dream job, but I found an even more fulfilling opportunity that has proved to be increasingly rewarding.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I want to shout out someone who has not only played an impactful part in my career, but who will continue to have a huge impact on sports journalism. We hired Taylor Rooks in 2022 as a feature reporter for Prime Video’s coverage of Thursday Night Football. 

Later, when we made the investment in the NBA, I knew she was the best person to host our studio show that is launching this fall, The NBA on Prime. Taylor is extremely hardworking, thoughtful, and curious. The sky’s the limit for her. I want to give her the flowers she deserves for taking on this challenge. It’s not easy, and she does it with the best energy. I do this work so that I can see more women who look like me represented in sports broadcasting, so whenever I’m able to shed light on their talent, I feel like I’ve succeeded.

Where have you caused some good trouble in your career?

The core values that anchor me are authenticity and increasing opportunities for diverse voices to grow across the sports ecosystem. I’d like to say I’m always causing a little bit of good trouble. 

I made the decision to hire NFL Legend Marshawn Lynch to host his own segment for Prime Video’s Thursday Night Football. He didn’t come from traditional broadcasting and definitely didn’t fit the typical analyst mold, but that was exactly the point. We took the risk anyway. What we got back was something you can’t script. N’ Yo City became a viral hit, reaching millions every week. Marshawn brought a level of authenticity, curiosity, and cultural relevance that set us apart, and audiences showed up for it. He’s been with Thursday Night Football since day one, and he’s played a huge role in our growth year over year.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Lisa Valentino has been appointed Chief Ads and Media Officer at Best Buy Ads

• Kristi Argyilan has stepped into the role of Chief Commercial Officer and Executive Vice President at The Trade Desk

• Esther Uhalte Cisneros has been named Board Chair at Carebrij

DEAR FQ

Your burning career questions answered

Vanessa Buenger of The Female Quotient weighs in:

Noticing a change in their behavior says everything about the kind of leader you are. The best leaders see their people as whole humans and not just executors of tasks. 

If something feels off, like a missed deadline or less engagement, check in. Schedule a quick 1:1 and come from a place of care, not assumption. Don’t create a story in your head about what’s going on. Ask open-ended questions and really listen.

If they share that they’re struggling, work on a solution together. Maybe that means adjusting workload, offering flexibility, or pointing them to resources like an Employee Assistance Program (EAP). If they say they’re fine, respect that, but if performance continues to dip, follow up. Be clear that you’re there to support, not judge. Tell them that they do not have to disclose anything personal, but you are looking for insight into these changes in productivity and want to work together to address them. 

But the bigger insight is this: build a strong relationship with your team members so that if and when something happens, you have a good rapport. A few ways to do that:

• Model vulnerability. When you're having a tough week, say it out loud. It signals that being human at work is okay.

• Make space in your 1:1s. If every check-in is a to-do list, you're not building a relationship, you're managing tasks. 

• Ask your employees how they’re doing and actually mean it. 

Empathy is one of the greatest strengths a leader can have. You may never know what’s happening with your employees outside of work, but you can continue to cultivate a kind and understanding work environment.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Save the lunch break 🥗

Ah, lunch. Remember her? For a lot of people, she’s been replaced by “just one more email” and a sad desk salad. Over 40% of employees are eating while working, which means lunch isn’t a break, it’s just… multitasking with a fork. Somewhere along the way, stepping away started to feel like falling behind.

Then there’s the 30% who actually schedule lunch. These people aren’t just organized, they’re onto something. Protecting that time isn’t about the sandwich, it’s about boundaries. It’s a signal that rest and taking a break is part of the job.

When people stop taking breaks, it usually means something bigger is off: too much work, too many pings, or a culture that confuses “busy” with “effective.” The irony is that skipping lunch doesn’t make you more productive, it just makes you more tired, more distracted, and more likely to hit a wall by 3pm.

Research shows that stepping away, especially with other people, boosts creativity, improves focus, and yes, makes you better at your job. Your brain works better when it’s not chained to your inbox. So take the lunch, sit outside, and be a lady who lunches. Just maybe keep the martini for after hours. 🍸

Now walk it out, now walk it out 🎶

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• July 25 | FQ Lounge™ in Chicago

WHAT’S ON DECK

• Tell Me More: How the name polycystic ovary syndrome was harming patients

• FQ Leaders Spotlight: Jennifer Wilson, Chief Marketing Officer, Lowe’s

• Inside Track: Leaders on the move

• Dear FQ: The single most important rule about managing difficult conversations

• Poll the Pack: Scrub-a-dub-dub 🛁

TELL ME MORE

PCOS has been renamed to PMOS

Senile vagina, incompetent cervix, inhospitable womb, geriatric pregnancy, lazy uterus. These are real medical terms that have been used to describe women’s bodies. When it comes to women’s health, words aren’t just words. Language shapes perception and influences decision-making. A name can clarify a condition or obscure it. It can open doors to treatment or delay it. Some of this terminology reflects assumptions about women’s bodies that have persisted for decades, even as medicine has evolved. 

For millions of women living with polycystic ovary syndrome, better known as PCOS, that distinction matters. It was the name of the condition that was actively harming women via delayed diagnoses, dismissal, or inadequate treatment. 

After more than a decade of research, advocacy, and input from patients and clinicians around the world, PCOS has officially been renamed polyendocrine metabolic ovarian syndrome, PMOS. The change was announced by the Endocrine Society and published in The Lancet, marking what experts are calling a landmark moment in women's health. The reason is simple: the old name was wrong.

For decades, PCOS reduced a complex hormonal and metabolic condition to a problem involving ovarian cysts. Many women with the condition don't have ovarian cysts at all. The small structures visible on ultrasounds are typically follicles containing immature eggs, not cysts. The name drew attention to a single organ, obscuring the broader reality of the disorder.

PMOS affects roughly 1 in 8 women worldwide, or more than 170 million people. It can influence hormone regulation, metabolism, fertility, mental health, cardiovascular health, weight regulation, sleep, and skin health. It is strongly associated with insulin resistance and can increase the risk of type 2 diabetes, pregnancy complications, and heart disease. Yet the World Health Organization estimates that as many as 70% of women with the condition remain undiagnosed.

The consequences of the name went beyond confusion. By framing the condition primarily as a reproductive disorder, it contributed to delayed diagnoses, fragmented care, stigma, and gaps in research. Women were often treated for isolated symptoms rather than the underlying condition. Some spent years being told to simply lose weight, go on birth control, or come back when they wanted to get pregnant. That's why the shift from PCOS to PMOS is about much more than terminology.

Professor Helena Teede, who led the international effort behind the name change, described the previous name as one that failed to capture the "multi-system burden" women experience. She said, “This change was driven with and for those affected by the condition and we are proud to have arrived at a new name that finally accurately reflects the complexity of the condition. Make no mistake, this is a landmark moment that will lead to desperately needed worldwide advancements in clinical practice and research.” The new name reflects that this is not only an ovarian condition, but a complex disorder affecting the entire body.

For decades, women with PMOS have been navigating a system that misunderstood the condition. When a disorder is inaccurately named, it can shape everything that follows, from what medical students learn in school to which specialties treat it, how research is funded, and how seriously patients are taken.

The hope is that PMOS will do what PCOS could not: help clinicians recognize the condition earlier, encourage more collaboration across specialties, improve research investment, and lead to better care. This is about more than a name change, it’s about finally taking women’s health seriously.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

As Chief Marketing Officer at Lowe's, Jennifer Wilson brings more than two decades of expertise spanning marketing, merchandising, customer experience, and more. She connects business growth with customer needs, leading a global team responsible for everything from creative and influencer marketing to insights, sports partnerships, and retail media. Jen has positioned Lowe's as one of the most trusted brands in home improvement by staying relentlessly focused on the people they serve.

That same people-first mindset is what makes Lowe's partnership with The Female Quotient on Camp @ Cannes so meaningful. For too long, we've treated work and family as separate conversations. Camp @ Cannes challenged that assumption. This first-of-its-kind experience created a dedicated space for children ages 2–10, with thoughtfully designed programming inspired by MyLowe's Rewards Kids Club. It allowed parents to fully engage during Cannes Lions knowing their families are supported, included, and having fun. When we design experiences that reflect how people actually live and work, everyone benefits.

What’s the worst career advice you’ve gotten?

“Wait to take a role that feels just right for you.” Some of the most important growth in my career came from stepping into messy, ambiguous situations that needed leadership, not from pursuing the role that looked best on paper. I've learned to prioritize impact over optics.

What’s the best piece of non-obvious career advice you’ve gotten?

“Have faith in things before you have proof they'll work out.” At first, I thought of that as life advice, but it's proven just as valuable in my career. Leadership often requires moving forward without perfect certainty, trusting your values, your preparation, and your instincts, long before the outcome is clear.

What was a heartbeat moment for you in your career?

A defining moment in my career wasn't a single event, but realizing that when you stay somewhere long enough you inherit the outcomes of your decisions. Transformation requires making bets without perfect certainty, and having the patience and accountability to see them through. Some worked exactly as intended, some didn't, but those experiences taught me that leadership is less about being right every time and more about learning, adapting, and staying committed to the outcome. I always say 80% of your decisions will be right, and the rest of the year you’ll focus on fixing the 20% that wasn’t.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

My mom. She shaped the woman I am today, and it started at a young age. I grew up watching her miss some of my school and sporting events because of her commitments to her career. She taught me that, as a mom, if you make the “big moments” it’s OK to miss some of the smaller ones. And that you can balance a career and a family. She also taught me that nothing will trump hard work and hunger. Being driven to find a solution is 99% of what makes someone successful.

Where have you caused some good trouble in your career?

I've probably caused the most good trouble by challenging the idea that the customer belongs to any one function. Customers don't experience organizations in silos, they experience a brand. Throughout my career, I've pushed teams to think beyond their individual priorities and solve problems through the lens of the entire customer experience. Those conversations aren't always comfortable, but they're often where the most meaningful progress happens.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Sarah Gavin has been appointed Chief Marketing Officer and Executive Vice President at The Trade Desk

• Janet Foutty has taken on the role of President of Corporate Partnerships at RAISE US

• Teresa Carlson has been named Anthropic’s first Global Head of Public Sector

• Drieke Leenknegt has become Chief Marketing Officer at Balenciaga

• Denise Moreno is now Chief Marketing Officer at Meta

• Diana Finster has stepped into the role of Vice President of Partnerships at Walmart Connect

• Melissa Bell has joined Chewy as its Chief Brand Officer

DEAR FQ

Your burning career questions answered

Sydney Kramer of The Female Quotient weighs in:

Delegating in a fast-paced environment is hard, but not delegating? That’s how you end up doing everyone’s job…forever. It’s a classic trap: you’re too busy to train someone, so you keep doing it yourself. Which means you stay too busy, rinse, and repeat. Also, you’re not alone. Less than 1 in 5  leaders actually delegate well.

But delegation is how teams grow. It gives people space to learn, mess up a little, build confidence, and eventually take things off your plate for good. Start with small, repeatable tasks that are low-risk and quick to explain. When you're ready to delegate something more complicated, instead of carving out extra time to teach, just bring someone along while you’re already doing the work. Hop on a call, share your screen, and narrate what you’re doing. It’s training, but make it efficient.

The hardest part comes next: letting go. It’s important to remember that everyone works differently and you can't expect someone to complete a task in the exact same way you would (good) and it might be a little messy at first (also good). That’s where clear feedback comes in.

It's an investment that compounds; every hour you spend mentoring and teaching buys many more hours later on. You will find that you have time to place your focus on other work, set your sights higher, and ultimately, have more impact.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

The shower effect

You never know when your next big idea will strike, and for the majority of employees, it’s not at their desk reaching for a Post-It, but in the shower reaching for a bottle of shampoo. This even has a scientific name called, "the shower effect."

These lightbulb moments tend to happen during everyday, low-effort activities because your brain finally has space to wander. When you’re focused on a simple task, like showering, walking, or driving, your mind shifts into what scientists call the default mode network. It’s a state where you’re not actively problem-solving, but your brain is still quietly connecting the dots in the background.

In contrast, when you’re sitting at your desk, you’re often in “task mode,” focused, efficient, but narrow. You’re executing, not exploring. When you step away, your brain relaxes, allowing ideas from different parts of your mind to collide in new ways. That’s where creativity lives, in the unexpected connections.

There’s also something about the shower itself: it’s repetitive, distraction-free, and just stimulating enough to keep your mind engaged without overwhelming it. No notifications, no emails, no pressure to produce, and the mental space for something new to surface. So those moments aren’t random; they’re the result of giving your brain the time and space it needs to think. Which is a good reminder: your best ideas come from stepping away long enough to let them find you.

Go ahead, take a shower! 🚿

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• July 25 | FQ Lounge™ in Chicago

WHAT’S ON DECK

• Tell Me More: To change or not to change your last name after marriage? It’s a personal decision, and well, that’s that on that.

• FQ Leaders Spotlight: Sage Lenier, Founder of Futureline

• Dear FQ: The single most important rule about managing difficult conversations.

• Poll the Pack: 🚨 Go touch grass. (Respectfully.)

TELL ME MORE

The name game

Planning a wedding is basically a full-time job: venue, dress, seating chart politics, and then there’s the big one…your last name. Most married women today take their spouse’s name, so we took to the streets to ask men if they would take their wife's last name. The answers? Let’s just say they were…complicated.

Shakespeare asked, “What’s in a name?” Clearly, he never tried updating his passport, credit cards, and every login he’s ever had. Changing your name might feel romantic, or like building a shared identity as a family, but it’s also a full-blown administrative rebrand. And yet, most women still do it. 77% of married women take their partner’s last name, and 64% of unmarried women expect to. On the surface, it might seem like a personal choice, and it is, but it’s also layered with history, expectation, and increasingly, real-world implications that go far beyond the wedding day.

And if things don’t work out, the process doesn’t just reverse itself. Many women who change their names after marriage end up keeping it post-divorce, not necessarily out of choice, but because undoing it is just as complicated, if not more so. According to research conducted by The FQ, The Knot, and Smith Geiger Group, 60% of women kept their ex-husband’s name, while 35% changed back to their maiden name. The latter get hit with the hassle and the cost. 

Changing your last name is not a generational thing. 63% of Gen X, 63% of Millennial, and 65% of Gen Z women are planning on getting a new moniker. When it comes to men weighing in, only about half believe it’s the woman’s right to choose. It’s a complicated and nuanced discussion, especially given its history.

The tradition of women taking their husband’s last name dates back to coverture, an English common law where a woman’s legal identity was absorbed into her husband’s. She couldn’t own property, vote, or exist independently in the eyes of the law. When she was “given away” by her father (Does “Who gives this woman to be married?” sound familiar?), it was actually ownership of the woman that was being transferred. When she was taken into her husband’s family, she took on his last name and became his responsibility. 

Not exactly the origin story most people are thinking about when they say “I do.” Coverture made its way to America and became common practice. In 1855, Lucy Stone was the first American woman to buck the trend. She wrote to her fiancé, “A wife should no more take her husband's name than he should hers. My name is my identity and must not be lost.” Until the 1970s, almost all women changed their names upon marrying, as it garnered them more rights, like being able to secure a driver’s license, open a credit card, and vote. In fact, it was only in 1976 (just 50 years ago!) that Hawaii reversed the law making it mandatory for a wife to take her husband’s last name.

Today, for some women, changing their name represents unity and a shared identity as a family. For others, keeping their name is about preserving a sense of self and staying connected to their own history and the life they built before marriage. In today’s world, that choice carries new weight because your name is more than personal, it’s professional. It’s your byline, your LinkedIn, and your search results. It’s how your work is found, credited, and remembered. Women are getting married later, often after years of building careers tied to their name. Changing it can feel less like a fresh start and more like starting over. And now, with AI shaping how information is discovered, the stakes are even higher.

AI has disrupted how we search for information, so changing a woman’s last name can result in accomplishments that are associated with her original name to become unsearchable in algorithms. Research shows women can experience up to a 30% drop in professional recognition after changing their last name, years of work suddenly harder to trace, connect, and validate. Platforms like job applications, academic records, and social media accounts often fail to connect the dots between old and new names. 

So the question isn’t, “What’s in a name?” It’s: “What does it impact?” This conversation feels more nuanced than ever. Because while 42% of husbands have strong feelings about their wives changing their name, only 3% of men have taken their partner’s last name. Haley Metzger said, “You want your kids to have the same name as both of their parents, or it's romantic to have the same name. But if those were really the reasons, then why don't we see more men taking their wives' name? Most men act like it would be some kind of humiliation ritual to have to take a woman's name. That should tell you something about how he views you taking his name, like it's some sort of demeaning act of submission that you should do, but he would never consider.”

At the end of the day, this isn’t about what women should do. It’s about the fact that whatever they choose to do, it’s a decision that extends far beyond the wedding. It’s about identity, visibility, and legacy. The real shift isn’t in the choice itself, but in the freedom to make it without judgment, expectation, or assumption. Shakespeare was right when he asked, “What’s in a name? A rose by any other name would smell as sweet.” Why don’t we ask the rose what it wants to be called first?

Consumers don't experience AI as technology. They experience it as moments: a search result that answers a question, a meeting summary that saves time, or a recommendation that feels surprisingly helpful. Read Instrument's latest perspective on what will define the next phase of AI adoption here.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Sage Lenier founded Futureline, an environmental think tank to develop solutions to combat the climate crisis. She also founded Sustainable and Just Future, a youth-led nonprofit focusing on environmental education. As a student at University of California, Berkeley, she created and taught the record-breaking course, Solutions for a Sustainable and Just Future. She has spoken all over the world, and in 2023 was named one of ten Next-Generation Leaders by TIME magazine.

What’s the worst career advice you’ve gotten?

I was told not to use social media or to only use it in a professional sense. I think there’s a worry that what you post personally can affect you professionally. But what many people don’t understand is that the landscape has changed so much. You need social media to reach people. You should have an authentic presence and not be a robot on LinkedIn where you are only making “I am excited to announce…” posts.

What’s the best piece of non-obvious career advice you’ve gotten?

Write more directly. Many women are conditioned to spend extra time softening emails or making sure every line lands perfectly. I’ve started prioritizing clarity and getting to the point without over-explaining or overthinking.

What was a heartbeat moment for you in your career?

My heartbeat moment came when I realized how energized I felt being around people working to make the world better, whether in climate, poverty, or female empowerment. That inspired me to build a “brain trust” at Frontline, bringing together incredible young professionals under 35 across politics, the private sector, nonprofits, and finance.

We tap into their perspectives on leadership and what’s happening in their fields, creating space for shared insights and cross-sector learning. It’s a way to surface new thinking, shape strategy, and ultimately build smarter paths forward, together.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to Nathaniel Brooks Horwitz, the CEO of Hunterbrook. Last year, I was discussing an idea with him and he told me I needed to think 10x bigger. It surprised me because everyone in the climate world was telling me to start smaller, as it's so hard to get funding. He asked me, “Why do you care what they think? If you think you have a better idea, then go out and find people who aren't in the climate world.” It blew my mind. 

His advice pushed me to believe in possibilities others might dismiss as impossible. As women, I think we hold a lot of self-limiting beliefs. It’s not that we're not as capable, it’s that we haven't opened our minds to all that we're capable of.

Where have you caused some good trouble in your career?

While I was an undergrad at Berkeley, I started teaching because I felt there was an opportunity to dig further into environmental education. Much of the coursework focused on understanding the scale and urgency of climate change, but my peers and I were already aware. What we were missing were the tools to actually solve the problem.

I saw how overwhelming the climate crisis felt for many students, and how that translated into a sense of helplessness. So I created a class called Solutions for a Sustainable and Just Future, focused on action and problem-solving. It went on to become the largest student-led course in Berkeley’s history.

Want to nominate a “Troublemaker” you admire? You can do so here.

DEAR FQ

Your burning career questions answered

Jon Ronga of The Female Quotient weighs in:

Start by setting the expectation early that feedback is part of growth. When that's the norm, it can make harder talks feel less like an ambush and more like part of an ongoing dialogue.

Before a hard conversation, get clear on your intention. You’re not there to criticize, you’re there to help them improve. That clarity keeps the conversation focused and constructive.

When you’re in it, lead with specific examples, not generalizations. Stay grounded in facts, and approach it with empathy. Ask questions, listen actively, and make sure the other person feels heard, because without that, the conversation won’t move forward. The aptly named book, Difficult Conversations: How to Discuss What Matters Most, says: “The single most important rule about managing the interaction is this: You can’t move the conversation in a more positive direction until the other person feels heard and understood. And they won’t feel heard and understood until you’ve listened.” 

And don’t wait for the perfect moment. The longer you avoid it, the harder it becomes. Done right, these conversations don’t demotivate, they do the opposite: they build trust, clarity, and stronger teams.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

🚨PSA: take a break!

We all know work can be stressful, but the best performers aren’t powering through nonstop, they’re stepping away. Movement, fresh air, a coffee break, or a change of pace all work as a reset. And yet, nearly 1 in 5 employees are still skipping breaks altogether. That “push through it” mindset is not a badge of honor, it’s a fast track to burnout.

Taking a break isn’t slacking, it’s a strategy. Those getting it right are the ones who make space to reset and come back sharper, even if it’s just 15 minutes. As writer Anne Lamott says, “Almost everything will work again if you unplug it for a few minutes, including you." So what are you waiting for?

Now go ahead, make a name for yourself ✨

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• July 25 | FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Past your prime

• FQ Leaders Spotlight: Oriana Kraft, Founder and CEO, FemTechnology

• Dear FQ: I’m managing former peers. How do I earn respect?

• Poll the Pack: Inbox zero

TELL ME MORE

The Invisible Woman

H.G. Wells’ 1897 science fiction novel, The Invisible Man, imagined invisibility as a scientific breakthrough. In it, a male scientist makes himself invisible and descends into madness after not being able to reverse the process. For many women, it’s something far less fictional.

The term “Invisible Woman Syndrome,” coined by Helen Walmsley-Johnson in 2015, describes the experience of being overlooked as a woman ages, especially after 50. And it’s not anecdotal. Nearly 70% of women over 50 report feeling invisible, not because they’ve stepped back from their lives or careers, but because the world has quietly decided they matter less. This is what happens when ageism and sexism intersect.

For much of women’s lives, there is an unspoken expectation tied to youth, beauty, fertility, and desirability. Visibility, in many ways, is earned by fitting into those parameters. But as women age, wrinkles, grey hair, and menopause, all the natural markers of time, her “worth” to society expires. 

According to a UK study, 62% of women believe societal pressure to meet unrealistic beauty standards contributes to women feeling invisible. That pressure doesn’t just affect how women feel about themselves. It influences how they show up, and how they’re treated. Another study found that 40% of women feel the need to undergo cosmetic procedures to appear more youthful and attractive, out of a desire to maintain relevance in a culture that equates appearance with value. As psychologist Dr. Vivian Diller notes, “Good looks continue to be associated with respect, legitimacy, and power in their relationships.”

That association carries into the workplace. The National Bureau of Economic Research found that physical appearance impacts hiring and advancement, and that bias becomes more pronounced as women age. Despite bringing decades of experience, older women are frequently overlooked, their ideas dismissed, and their ability to “keep up” questioned. And yet, these are the very employees who offer what many organizations need most: emotional intelligence, resilience, collaboration, and perspective.

While workplaces have made strides in addressing certain aspects of inclusion, age remains one of the least discussed and least supported dimensions of diversity. Globally, 90% of companies do not address ageism in their diversity practices. And when it comes to a defining life stage like menopause, the gap becomes even more visible. An estimated 80% of women will experience menopause during their working years, yet support is minimal. The result is a culture of silence around a universal experience, often at a critical point in their careers.

Layered on top of this are the realities of midlife: children leaving home, aging parents, shifts in identity, and sometimes divorce or loss. It’s a period of significant transition, yet one that is rarely acknowledged with the same empathy or infrastructure as other life stages.

But there’s been a shift. Women are continuing to lead, create, and shape culture well beyond the age society deemed their “prime.” For the first time, Anna Wintour appeared on the cover of Vogue alongside Meryl Streep, photographed by Annie Leibovitz, three women in their 70s still defining their industries. 

Nicole Kidman, 56-years-old, is working more than ever. In 2017, she promised to work with a female director every 18 months. We’ll do the math for you, she overdelivered, working with 27. 

Viola Davis, 60-years-old, became the face of L’Oreal and shows no signs of slowing down, continuing to lead across film, television, and production.

Pamela Anderson, 58-years-old, has made headlines for not wearing makeup and choosing to show up fully as herself. She represents something increasingly rare: authenticity in a world that’s very good at faking it. 

At an age when society often suggests women should be slowing down or stepping back, they are doing the opposite. Let these legends be your reminder that the idea of your “prime” is outdated. 

🚨 If you watch one thing today, make it this, because this brilliantly funny video, written and directed by Batt Maillie, taps into an uncomfortable truth about the Invisible Woman.

The biggest challenge in the age of AI agents isn't the technology. It's defining what good looks like and teaching it to a system. As AI becomes more capable, the companies that pull ahead will be the ones that can articulate their judgment, not just automate workflows. Read more.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Oriana Kraft is determined to address the biases and gaps in research that have long defined women’s health. She is the Founder and CEO of FemTechnology, helping women take control of their health using AI-driven personalization to guide them through diagnostic and care options for conditions like endometriosis, PCOS, and menopause. She also hosts the FemTechnology Summit, bringing together innovators, doctors, and researchers with the mission to close the gender gap in women’s healthcare.

What’s the worst career advice you’ve gotten?

“Pick one thing and stick to it.” I deviated from a traditional career path. I started out studying medicine, which tends to be very traditional: you choose a specialty and then that’s it. Today, I have a start-up. I realized that you don’t have to follow a narrow path.

For example, in medical school, I learned about conditions like endometriosis and Polycystic Ovarian Syndrome, which impacts 10% of women. Queen Victoria had endometriosis and since then, the treatment of the disease hasn’t progressed at all. That was shocking to me, and nobody was doing anything about it. We obviously need more research in women's health, but there's also a lot we do know that isn’t being applied to women. So the basis for my start-up was: how can we translate the knowledge we have to women’s care?

What’s the best piece of non-obvious career advice you’ve gotten?

“It doesn't have to be perfect.” I grew up with the feeling that I needed to focus on perfection over speed. I’ve learned that it’s about finding the balance between the two.

What was a heartbeat moment for you in your career?

I was attending Davos, and in a spontaneous moment, I thought, “I should hold a summit.” It stemmed from a genuine curiosity of wanting to know more. I created the FemTechnology Summit, and brought together researchers, clinicians, and fem-tech startups for a 360-degree perspective on innovation in women's health. Ever since then, I’ve followed my curiosity. It's never steered me wrong.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I’d give flowers to my mom, Caitlin Kraft-Buchman. She showed me that anything is possible. She’s reinvented herself multiple times. She’s been a Hollywood agent, worked for TED, and now runs her own Non-Governmental Organization around inclusive algorithms and equitable AI. Her ability to reinvent herself has always inspired me. 

I’d also love to honor my middle school science teacher, Nicole Foote. She encouraged me to continue on a STEM career path. She was so supportive and always made the subject fun. We don't give enough credit to teachers. They can really shape our perspective and our future.

Where have you caused some good trouble in your career?

I think everywhere I show up talking about women's health is causing good trouble. It began when I called out my university, as they had a program that was supposed to be about designing the future of medicine, but women's health was nowhere in the program or on the agenda. Since then, they’ve worked to rectify that.

Want to nominate a “Troublemaker” you admire? You can do so here.

DEAR FQ

Your burning career questions answered

Bailey Kircher of The Female Quotient weighs in:

First of all, congratulations! That’s a big step and a reflection of the work you’ve put in. You’re right, it can be an uncomfortable transition from colleague to boss. Yesterday you were peers, and today you’re setting the direction for the team.

The biggest mistake people make in this type of situation is to try and “act like the boss.” It’s worth acknowledging this shift in dynamics with your team. It can be something as simple as, “Hey, I know this is a change, and I’m excited to support all of us doing great work.”

From there, it’s all about how you show up. Make sure to be fair, not favor-based, and follow through on what you say. Most importantly, don’t avoid hard conversations just because you were once peers who vented about work stuff together. The truth is, you’re not going to be everyone’s work bestie anymore. You can still be warm, supportive, and human, of course, but your new role requires you to prioritize the group as a whole and your team’s responsibilities. 

Don’t forget that you were chosen for this role for a reason! Focus on beinclear, and thoughtful. Respect will follow your actions.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

How people *really* manage their inbox

Managing the dreaded, stress-inducing inbox can be a daunting task, particularly if you’ve let it grow. You haven’t read how many emails?! 

In one study, 89% of employees said a task like inbox management is one of the worst parts of their day. 38% said email fatigue could push them to leave their jobs. Before you start putting your office supplies in a cardboard box or panic-delete everything, know that inbox management is not one-size-fits-all. Your inbox is basically a reflection of how you think. Organize it in a way that works for you.

As email is often people’s first stop of the day, the last thing you want is chaos. It can lead to forgotten tasks, missed communication, and burnout. If you are intentional and focused in your management of it, it can reduce stress, increase productivity, and make you (quite literally) the master of your domain.

To truly seeing ourselves at every stage and every age.

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• July 25 | FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: “I never really had an opinion on children. I just assumed that I would have them because ‘that's what people do.’”

• FQ Leaders Spotlight: Priyanka Jain, Co-Founder and CEO, EVVY

• Inside Track: Leaders on the move

• Dear FQ: My team is burned out. How do I push back on aggressive goals?

• Poll the Pack: This meeting could have been an email

TELL ME MORE

All that she wants is (the choice to have) another baby…yeah 🎶 

To mother or not to mother. That is the question that many millennial women find themselves pondering, between what we want, what we were taught to want, and what’s possible. For decades, the script was to grow up, get married, and have kids. It’s so ingrained, but many women are asking a more uncomfortable question: Is this my desire, or just my default?

That tension isn’t new. In fact, the book The Baby Decision: How to Make the Most Important Choice of Your Life was published in 1981, the same year the first millennials were born. At the time, the idea that motherhood was optional felt radical. Today, it feels necessary.

Millennials didn’t come of age in stable conditions. This generation has straddled the analog and digital worlds, witnessed 9/11, entered the workforce during the Great Recession, lived through economic instability, a global pandemic, and rising costs across every category of life. Often called “the unluckiest generation,” their lived experience is vastly different than previous generations and because of that, they’re approaching life differently. The “traditional” timeline has drastically shifted.

Nearly half of millennial women are opting out of the “expected” sequence of marriage, house, kids. More than a quarter are delaying children to prioritize their careers. And for many, the decision comes down to something very real: money.

In a report by Lending Tree, to raise a child until the age of 18 costs a whopping $303,418. In the U.S., childcare alone can run $17,000 a year. Financial planner Ashley Feinstein Gerstley says, "What makes it especially hard is that paychecks have not kept pace with the rising costs. When the cost of the essentials rises faster than income, there is less room in the budget for everything else. And with higher inflation over the last few years, almost everything else got more expensive too, so we are really feeling the squeeze.”

So while the question may feel personal, the context is anything but. And yet, despite all of this, the loudest voices are often still the most familiar: you’ll change your mind. But women are pushing back by choosing differently, by speaking honestly, and by refusing to treat this decision as a foregone conclusion.

The truth is, there’s no single right answer, only the right answer for you. The FQ community had a lot to say on the topic:

Zoë Noble, founder of We are Childfree says, “We live in a pro-natalist society that teaches us all that the only way to live, the only path to fulfillment, is to have children. We’re led to believe that parenthood is such a universal and unassailably positive experience that we don’t even need to talk about it, even think about it, or acknowledge any alternatives.” Millennial women are considering other options and whatever they choose should not only be respected, but celebrated. 

Every morning, we wake up and we get to make choices. Ones that are personal to us, ones that support the goals we’re working toward, and ones that are no one’s business but our own. A path to motherhood or a child-free journey are both options that can hold so much joy and meaning. Let’s respect women’s decisions that are uniquely right for them. Take this as your sign to build your life exactly the way you want to, without society's unrealistic expectations of what it should be.

Forget the narrative that AI is replacing designers. The teams getting the most from design-to-code are using it to strengthen collaboration. The result is a faster path from idea to prototype and more space for the craft behind great digital experiences. Learn more.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Priyanka Jain is changing the game for women’s health. She is the Co-Founder and CEO of EVVY, an AI precision medicine platform for women. They are focused on one of the most ignored but important biomarkers for women, the vaginal microbiome. The vaginal microbiome is a complex ecosystem that plays a pivotal role in not only women’s reproductive health, but overall health. When it’s imbalanced, it can lead to discomfort, infertility, pregnancy complications, STI’s, and cancer. The company’s goal is to close the gender health gap. In addition to her work at EVVY, Priyanka is a spokesperson for the United Nations Foundation’s Girl Up Campaign, Chair of the Acumen Fund’s Junior Council, and on the Innovation Board for the XPrize Foundation. In 2022, she was selected by Forbes Magazine as a 30 Under 30 honoree.

What was it really like starting out for you as a founder?

I think that some people glamorize the early stages of starting a company as this magical, fun time. In reality, starting EVVY was one of the hardest moments of my professional career. I knew I wanted to focus on data and women's health, but I hadn't landed on the specific product that I was building. It was a very lonely time. While I was a part of a mission that I loved and had a wonderful team, after a full day of work, I would wonder, “Was I productive today?” Looking back, that uncertainty wasn’t a sign I was doing something wrong, it was a sign I was building something new.

What’s the best piece of non-obvious career advice you’ve gotten?

Before I left my job to start EVVY, I thought I would figure out my product idea while at my previous job. Someone told me that I shouldn’t make one of the most important decisions of my life with only 5% of my brain. And they were right; that wasn’t how I was going to get to the next stage of my career. I’m the type of person that if I'm working, I'm giving 100% of myself. I realized I needed to leave my role and use my full brain power to decide what kind of product I was going to build.

What was a heartbeat moment for you in your career?

When I was explaining our idea for an at-home vaginal microbiome test, it was challenged by multiple people. My heartbeat moment occurred when I was on the phone with 3 male venture capitalists who told me that it was too small of a market, people don't care about it, and no one was going to pay for it. They even questioned if there was science behind it. (There is!) 

I didn’t have the perfect Total Addressable Market analysis numbers that assured me this was the right opportunity, but I felt it in my bones. My co-founder has this saying, “Your intuition is your body putting together a pattern before your brain does.” My body had recognized this pattern and knew there was a market for this.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to Margot Georgiadis, who was the first investor in EVVY. She’s a legendary leader who was the CEO of Ancestry, CEO of Mattel, and President of Google America. I told her I was building EVVY, and she immediately understood the consumer and data opportunity. She took us seriously and believed in us, which helped us believe in ourselves. We still ask the questions she posed to us when we had only 10 patients. Now we have 75,000, and her voice is always in our heads.

Where have you caused some good trouble in your career?

It would be in the number of boardrooms or investment committees where I’ve pitched EVVY to all men, and I’ve gotten them to say the word “vagina” out loud. It’s so funny how they’ll try to avoid it. 

But it makes sense given our gendered history in science and innovation. Women were not included in clinical research until 1993, and to this day, on average, we’re diagnosed 4 years later than men across over 700 of the same diseases. My greatest feelings of success are when I start a meeting explaining EVVY and everybody awkwardly shrinks away, but by the end, they’re astonished at how the vaginal microbiome can predict fertility. That makes me proud.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Heidi Browning has been appointed the National Hockey League (NHL)’s first-ever SEVP, Chief Digital Officer

• Hope Frank has stepped into the role of Chief Marketing Officer at Wand AI

DEAR FQ

Your burning career questions answered

Amanda Hickman of The Female Quotient weighs in:

This is a tough spot to be in. Burnout isn’t good for anyone, including the quality of your team’s work, the outcomes you’re trying to achieve, and individual team members’ overall well-being.

First, sit down with your team. Discuss strategies, division of work, and maintaining a work-life balance. While it might seem small, creating a non-judgmental, open dialogue is crucial. According to research, having this type of communication leads to a 62% reduction in burnout.

When work is assigned, it’s imperative to set clear timelines and be transparent about team capacity and what is actually feasible. Be communicative throughout the process and provide updates as needed. If your team’s workload is increasing or becoming difficult to manage, it’s fair to ask how priorities should shift to accommodate the added work.

Even recognizing that your team is in this position shows that you are a leader who pays attention to not only the output, but the people behind it. Being clear on expectations and maintaining realistic timelines will build trust with upper management and show that you’re focused on long-term, sustainable performance. Demonstrating leadership with empathy to your team shows that you are looking out for their best interest, both at work and beyond.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Why your meetings aren’t working

Meetings have a reputation problem. A study by Microsoft showed that 69% of employees found meetings to be a waste of time. They also found that meetings have tripled since 2020, while attention spans…have not.

One of the great annoyances at work is leaving a meeting thinking, “This could have been an email.” People want team meetings to be efficient and worthwhile. And right now, they’re not. When that becomes a habit, productivity and interest plummet.

People don’t hate meetings. They hate bad meetings. So what do people want in a meeting? Brevity, actionable takeaways, open dialogue, and clear objectives. In other words, respect people’s time and their voice.

This is an opportunity for leaders to rethink the meeting entirely:

• Start with a purpose (if there isn’t one, cancel it)

• Share an agenda (yes, really)

• Create space for real dialogue, not just updates

• End with decisions, not “let’s circle back”

When you do that, your meeting can meet the moment.

💡 Let’s respect women’s decisions that are uniquely right for them.

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• June 22 - 25 | FQ Beach @ Cannes

• July 25 | FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Who will care for us?

• FQ Leaders Spotlight: Rajia Abdelaziz, CEO & Founder, invisaWear

• Inside Track: Leaders on the move

• Dear FQ: My team bonds through venting

• Poll the Pack: Vacation…or just working remotely?

TELL ME MORE

Macho Care

By 2050, 40% of Japan’s population will be over 65 and the country is facing a caregiving crisis, with a projected shortfall of 600,000 caregivers. So one company did something unexpected: they hired bodybuilders.

Visionary Co.’s “Macho Care” program is reimagining what caregiving can look like, blending physical strength with emotional support, and challenging outdated ideas of who belongs in this work. And it couldn’t come at a more critical time.

Globally, women carry nearly 76% of all unpaid care work, everything from caring for children and aging parents to managing households and emotional labor. In the U.S. alone, women are 2x as likely as men to provide full-time care for an aging relative, often at the expense of their own careers, income, and well-being. But with more women than ever before in the workforce, driving growth and contributing essential income, fewer can step away to take on unpaid caregiving roles. And yet, the system still assumes they will.

By 2050, there will be 1.6 billion people over the age of 65 globally. Demand for care is rising fast, and supply isn’t keeping up. Caregiving is physically demanding, emotionally taxing, and chronically undervalued. Workers in the field face higher rates of stress, anxiety, and burnout, and despite the skill required, the pay barely reflects it. In the U.S., caregivers earn just slightly more than fast food workers, despite needing specialized training and carrying immense responsibility. 2024 wage data found that a fast food worker makes $15.06/hour while a caregiver earns $16.82/hour. It’s no surprise that people aren’t lining up for these roles.

Japan is doing something different. “Macho Care” recruits men, many from bodybuilding communities, to bring strength, energy, and a new perspective to caregiving. But what makes the program work isn’t only physical ability. It’s the reframing. These caregivers lead muscle recovery sessions, support mobility, and bring a sense of joy and dignity to the people they care for. They’re also offered benefits like paid gym time and protein shake subsidies, aligning the job with their existing interests and identity.

And it’s working. Before launching the program, the company struggled to hire even a single caregiver each year. In 2024, they hired 168. It’s a reminder that sometimes the solution isn’t forcing people into a broken system, it’s redesigning the system to meet people where they are.

Creative solutions are happening in other countries too. In the Netherlands, Hogeweyk Village is the world’s first “Dementia Village” designed for seniors to roam safely in a facility that resembles a small town. Leave it to our friends in the Netherlands to reimagine what aging with dignity can look like. The “Dementia Village” gives people the freedom to live and play beyond the walls of traditional nursing homes. The “village” is complete with parks, grocery stores, cafés, and everyday spaces that offer comfort, routine, and a sense of independence. The care is still there, it just looks a little different.

It matters especially for women. Because women tend to live longer than men, they’re disproportionately affected by dementia. In fact, nearly 2x as many women have Alzheimer’s, the most common form of dementia, compared to men. Rethinking care models like this is essential for supporting an aging population, and for protecting the long-term well-being of women everywhere. Dr. Paul Newhouse said, “Ethically this is a better solution than what we currently do, namely putting patients in 'mini hospitals' and pretending that this is an appropriate care environment.” 

The Netherlands isn’t stopping there. A Dutch nursing home has found a brilliant, mutually beneficial model: free housing for college students in exchange for companionship with elderly residents. At Humanitas in Deventer, students live rent-free with one condition. They must spend at least 30 hours a month connecting with residents through conversation, shared meals, and simply showing up. This intergenerational living setup tackles loneliness, boosts mental well-being, breaks down age-related stereotypes, and gives everyone involved a greater sense of purpose.

As populations age and support systems stretch thin, caregiving can’t continue to fall disproportionately on women. It’s time we start seeing care for what it truly is: essential infrastructure. Not invisible labor and not a personal burden, but a critical system that supports families, economies, and the way we all live and work. And like any essential system, it deserves investment, innovation, and respect. Because aging isn’t optional, it’s universal. We owe our oldest and wisest citizens better.

What if building a great brand didn’t take six months?

Instrument’s Brand Sprint model challenges the idea that great brands require months of process. Built in just five weeks, Highwire shows how strategic clarity, focused collaboration, and decisive leadership can turn an established methodology into a category-defining brand built for real-world impact. Read more.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Rajia Abdelaziz is a serial tech entrepreneur who could save your life. At 21 years old, she founded invisaWear, where she creates personal safety products disguised as necklaces, bracelets, keychains, fitness bands, and scrunchies that are equipped with a button to alert friends, family, or the police if you're ever in an emergency situation. 

Under her leadership, invisaWear has received Fast Company's Innovation by Design Award and was chosen as one of TIME Magazine's Best Inventions. Abdelaziz was named to Forbes’ 30 Under 30 in the Social Impact category, and true to her social impact roots, she wants to pay it forward. With a passion for helping young entrepreneurs achieve their goals, she also serves as a mentor through UMass Lowell’s Entrepreneurship Program.

What’s the worst career advice you’ve gotten?

When I was trying to raise money for my company, I was in my early 20’s and had very long hair. So many people gave me the advice to cut my hair or wear it in a tight bun so that I would look more masculine and be taken seriously. I didn’t follow that advice. I showed up to every investor pitch exactly as I was, with long hair, wearing a skirt, and never hiding my age. I told my story about how one night, when I was walking alone, a group of men came after me. That moment has always stayed with me.

So in every pitch, I reminded investors: I’m the age of your daughters, and I’m building something to help keep them safe. I raised $3 million dollars. Since then, we’ve been able to help thousands of people a month in scary situations and emergencies.

What’s the best piece of non-obvious career advice you’ve gotten?

Hire people who are smarter than you. As a CEO, founder, or entrepreneur, you have to put your ego aside. You’ve done your job well when you’re the dumbest person in the room. I've made sure to surround myself with incredibly talented team members and advisors.

What was a heartbeat moment for you in your career?

When my company was a little over a year old, we were starting to get a lot of traction. I was brainstorming ways to grow, and I had a heartbeat moment where I knew I needed to reach out to the security company, ADT. They have millions of safety-conscious consumers who are protecting themselves and their loved ones while they're at home. I thought that if I could pitch my business to ADT, perhaps they would partner with me and their customers could learn about our products. 

Because ADT is such a giant, a lot of people questioned me and told me that they would just take my idea and create it themselves. I realized that in order to succeed, I needed to find the right person to advocate for me. I researched their executives to find a father with a daughter in college. I knew he would understand the importance of keeping loved ones safe outside the home. Within hours, he responded to my cold email telling me it was an incredible pitch, and that he was going to buy our product for his daughter. Within 3 months, we had a strategic partnership signed with ADT that doubled our company's revenue in one month.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

It would be Hudson Leogrande. He’s coming onboard invisaWear as a partner and founder. He came from nothing, was unhoused in his early teens, and has been open about his lifelong struggle with anxiety and depression. Despite that, he went on to found Comfrt, the fastest-growing e-commerce brand in the world. They make weighted sweatshirts that help people with anxiety.

Meeting Hudson was life-changing, and he transformed the way I look at business. Comfrt makes $500 million in revenue a year, and a percentage of their proceeds goes to supporting mental health. He not only inspired me with his work ethic, but also his desire to give back.

Where have you caused some good trouble in your career?

Oh boy, I've caused lots of trouble. A few years ago, a distributor owed my company over $2 million dollars. Because it was such a massive distributor, they disregarded the contract we had in place and tried to negotiate a 40% discount after we had already purchased the cost of goods sold. I told them they would be in breach of contract and that I would take them to court, and they essentially said, “Go ahead. We’re a major company, and this will drag on for years.”

My mentors encouraged me to settle, but instead, I called the distributor back. I told him that while they were the bigger company and could cause me a lot of financial distress, I had connections with the press and would share what they did. He said that I would be in breach of the non-disclosure agreement, but I countered with the fact that they were already in breach of our contract, so what would stop me from breaking the NDA? He immediately wired us the $2 million dollars owed. I’ve found that a lot of times, people will try to take advantage of you in business, especially if you're a woman. They assume you won’t fight back. It’s so important that we stand up for ourselves and advocate for what's right.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Samantha Avivi has stepped into the role of Global Chief Marketing Officer for Bayer | Consumer Health

• Kristie Patten is the next Gale and Ira Drukier Dean of NYU Steinhardt School of Culture, Education, and Human Development

• Elaine Shen has been named CFO of the Los Angeles Lakers

• Martina Suess Cromer has been appointed SVP of North America Marketing and Head of Global Brand & Communications at Kantar

• Juliet Scott-Croxford is now President, North America at Q5

• Amanda Farrand has taken on the role of CEO of Upworthy

DEAR FQ

Your burning career questions answered

Carly Davidson of The Female Quotient weighs in:

Venting isn’t always a bad thing. In the right context, with a trusted colleague or friend, it can be a healthy way to process, get perspective, and work through a tough situation. Sometimes saying things out loud is what helps you move forward.

But when venting becomes constant, especially in group settings, it can start to take a toll. Being the person who listens, mediates, and absorbs everyone else’s frustrations comes at a cost. Research shows that people in this role often take on others’ emotions without a way to release them. Over time, that emotional load builds, pulling energy away from your own work. 

You can influence the tone, perspective, and productivity of your team by how you show up. When negative conversations start, gently shift the focus toward solutions. Try asking, “Is there something we can control here?” or “What would move this forward?” It keeps the space open for people to feel heard, while moving the team out of a loop of frustration.

And if the dynamic doesn’t change, it’s okay to protect your energy. Limit your participation and refocus where you can have the most impact. Supporting your team shouldn’t come at the expense of yourself. The goal isn’t to stop caring, it’s to care in a way that’s sustainable for you. And we’ll always be here if you need to vent about venting.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Vacation…or just working remotely?

We’re living in an always-connected, always-on world. When we’re so used to being “on,” sometimes it’s hard to switch “off.” The ease of connection can make it so that it’s hard to let go and relax, and for those who do relax, being conveniently reachable can be…hugely inconvenient. 

We often think that resting or taking a break is a waste of time but, in fact, the opposite is true. Rest is critical not only for our health, but for our productivity and creativity too! For every additional 10 hours of vacation time employees take, their year-end performance improves by 8%. On top of that, using all your vacation time statistically increases your chances of getting a promotion or raise.

Put it on your calendar, plan for it, and utterly enjoy it. (It’s good for you!)

This is your PSA 🚨: take those vacation days!

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• June 22 - 25 | FQ Beach @ Cannes

• July 25 | FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Sexism leaves scars on women’s brains, causing physical “thinning” 

• FQ Leaders Spotlight: Randa Stephan, Global Chief Brand & Corporate Strategy Officer, Burson

• Inside Track: Leaders on the move

• Dear FQ: Someone on my team goes from super motivated to totally checked out

• Poll the Pack: We’re overwhelmed. So why aren’t we delegating?

TELL ME MORE

Sexism doesn’t only hold women back. It rewires their brains.

Here's something that should stop you mid-scroll: a global study analyzing more than 7,800 brain scans across 29 countries found that women who experienced sexism (including physical or sexual violence, harassment, belittlement, and patronizing behavior) showed changes in cortical thickness in regions responsible for emotional regulation, resilience, and stress. In other words, chronic stress reshapes biology. When inequality becomes the environment, the brain adapts to survive it. And in countries with greater gender equality, these brain differences were significantly smaller.

Read that again. Inequality doesn't only feel bad, it physically reshapes the brain.

Sexism, of course, isn't one thing. It can include everything from micro-aggressions, the motherhood penalty, the gender pay gap, and invisible labor to gendered expectations, objectification, sexual harassment, and victim-blaming…to name a few. It comes in two distinct forms: hostile and benevolent. Hostile sexism is what most people picture: outright aggression, the belief that women are inferior, and violence. Benevolent sexism is sneakier. Its roots are based on the view that there are distinct gender roles and women are to be “protected.” It might even sound like chivalry. “You ordered a beer and a burger? You're not like other girls.” It's wrapped in niceness, which is exactly what makes it so hard to call out and so corrosive. They’re not saying anything overtly negative, so calling it out makes a woman seem irrational. When it persists, it chips away at a woman’s autonomy. 

A study measured the cardiovascular responses of women exposed to both types. Hostile sexism caused a spike in cardiovascular activity that resolved quickly. Benevolent sexism caused a lower spike but a much longer recovery. That slow simmer is doing serious damage. Research links it to anxiety, depression, low self-esteem, internalized sexism, a diminished immune response, and more. The more exposure, the greater the damage.

That same pattern holds with racism. One study found that Black women with greater exposure to racial discrimination showed lower cortical thickness in the cingulate cortex, the brain's hub for emotional regulation and cognitive control. A separate analysis found that chronic racial discrimination predicted higher levels of Alzheimer's-related biomarkers decades later. Black adults are roughly 2x as likely as white adults to develop Alzheimer's or other dementias. Hispanic adults face 1.5x the risk. Researchers are clear that discrimination as a form of chronic stress is a direct contributor to these diseases.

The underlying mechanism for all of this is called neuroplasticity, the brain's ability to rewire itself based on experience. Neuroplasticity can work both ways. When you intentionally focus on the good in your life, your brain literally rewires itself, strengthening neural pathways associated with positive emotions. When a woman goes through life dealing with chronic stress from sexism, racism, or both, it diminishes her brain’s capacity to adapt. Says Nicolas Crossley, it essentially “leaves a scar on their brains.” 

That scar compounds with age. A study compared brain scans of women across U.S. states with varying levels of gender equity. Women in the most gender-biased states showed brains that were biologically nine years older than their actual age. Black women fared worst; the cognitive effects of racism stacked on top of those of sexism. 

And when women go looking for help the medical system often fails them. There is less clinical research on women's health, women’s symptoms are routinely dismissed or chalked up to hormones, and dosing trials have historically been run predominantly on men, which means women are frequently overmedicated. As Emily Goard Jacobs shared, "Pregnancy, the menstrual cycle, menopause: all of these features of women's lives have been largely ignored by science. That's not just detrimental to women's health; it's detrimental to our basic understanding of the brain."

Sexism isn't only a feeling; it is measurable, it is biological, and it is hurting women. The research exists, now we need the urgency to match it.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

A first-generation Palestinian-American, Randa Stephan is a marketing and communications leader with deep expertise in brand positioning and integrated communications strategy. As Global Chief Brand & Corporate Strategy Officer at Burson, a leading global communications agency, she plays a key role in helping companies navigate today’s complex media landscape where reputation, storytelling, and consumer trust are more important than ever.

What’s the worst career advice you’ve gotten?

A lot of women receive the “you can have it all” advice. Growing up, I thought it would be easy and attainable. I’ve realized you have to make choices, sacrifices, and trade-offs. It took me a long time to master and accept that.

What’s the best piece of non-obvious career advice you’ve gotten?

The importance of the deliberate pause. We live in a world where so much is instant. As I’ve progressed in my career, I find myself in more high-stakes situations. I put a post-it note on my desktop to remind myself to “just pause.” It’s applicable in all areas of life. In that pause, you can consider other perspectives, think about different stakeholders, generate new ideas, and take a moment to come up with an appropriate response.

My default mode is to react, I don't have a great poker face, and I’m a passionate person. I can't change it, nor do I necessarily want to, but I've learned to lean into my strengths. The pause is a way for me to do that.

What was a heartbeat moment for you in your career?

I didn't have a metaphorical “heartbeat” moment in my career, but a literal one. I had a complicated pregnancy with my twins, and when I was expecting my third child, I assumed it would be different. It wasn’t. Just 24 hours after giving birth, I experienced a post-op hemorrhage and was rushed into emergency surgery. I spent an extended time in the ICU because my heart wasn’t functioning properly. That experience shifted everything.

The questions I was asking myself weren’t about achievement. They weren’t, Did I finish that off-site schedule? They were, Have I made a meaningful impact? Have I contributed to the people and community around me?

As women in the workforce, there’s often a hesitation to ask for what we need, especially as mothers. That moment changed everything for me. I became less apologetic and more clear on my priorities, boundaries, and what actually matters.

I’m the child of two immigrant scientists, and as a first generation kid and a woman, I always felt I had something to prove. That drive never left me, but it was redirected toward purpose and things that really matter.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to Aimee McCammon who was my first manager after graduating college. She was wildly creative, smart, strategic, and a breath of fresh air. I was an assistant account executive on an account management track, and after a few months of working with her, she asked me if I was sure I wanted to pursue account management and not strategy. She recognized a different skill in me that changed the trajectory of my career. 

She taught me to think beyond the task at hand and take ownership of the outcome. It’s the difference between following a process and bringing discipline to your work. Process is checking the boxes. Discipline is stepping back, questioning what’s missing, and adding value. That mindset stayed with me. At any level, in even the smallest moments, you have the opportunity to exceed expectations, and that’s what builds your reputation.

Where have you caused some good trouble in your career?

I feel like I’m just getting started. I’m fortunate to be doing this work at a time when brands are reimagining themselves in the face of disruption. There’s often pressure to move fast and land on answers quickly, which can lead teams to default to the status quo. In addition, so much is guided by feelings, and while it can be great input, it can lead to bias. I challenge our teams to find solutions based on evidence and data. I’m naturally competitive and driven to create work that not only performs, but truly resonates. Challenging the industry in this way is what continues to push me and elevate my craft.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Shannon Blakely has been named Chief Brand Officer at Ford Motor Company

• Chrissy Williams has taken on the role of Senior Director of Field Marketing & ABX at StackAdapt

• Kendall Ostrow has stepped into her new role as an Executive at Creative Artists Agency Creators

• Mariana O’Kelly is now the first Chief Creative Officer of DonerColle Partners

• Sylvia Tournery has been appointed President of SEPHORA Collection

DEAR FQ

Your burning career questions answered

Sydney Kramer of The Female Quotient weighs in:

This is a classic management challenge and it sounds like you’re approaching it thoughtfully instead of jumping to conclusions. You clearly value this person’s work, but the inconsistency is something that needs to be addressed.

Start with a one-on-one conversation focused on the most recent situation. Ask about their process and if they need additional support to perform in a consistent manner. You may uncover things that aren’t immediately visible. Perhaps they were given unclear direction, need help prioritizing, or require additional resources. Reflect on your own actions as well. Is there anything you could be doing to help or mentor them? The goal here isn’t to assign blame. It’s to understand what’s getting in the way and solve for it together.

If things don’t improve, set clear expectations in writing, outline where things have been missed and why it matters, and align on measurable goals for the next few weeks. If they meet those goals, great! Make sure you celebrate the win. If not, it may be time for a more formal conversation.

Uncomfortable situations put your leadership skills to the test. Being open and direct reinforces that you’re invested in their success. You can create the conditions and provide the tools but ultimately, it’s up to them to deliver.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

We’re overwhelmed. So why aren’t we delegating?

In 10 Things I Hate About You, Gabrielle Union’s character Chastity asks, "I know you can be overwhelmed, and you can be underwhelmed, but can you ever just be whelmed?"

According to a 2024 poll, 37% of employees are so overwhelmed that they find it difficult to perform at their job. That not only affects the employee’s personal and professional life, but it seeps into company culture and impacts the bottom line. 

What’s surprising isn’t the overwhelm, it’s how people respond to it. Most default to making to-do lists or pushing through. Only 6% are delegating. That’s a real issue.

Delegation is about prioritization, trust, and leadership. When people don’t delegate, work bottlenecks, burnout builds, and teams slow down. Being overwhelmed is about how much is on your plate and how you choose to manage it.

Know someone who’s feeling “whelmed”? Send this their way. 💌

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• June 10 | FQ Live in partnership with Lever for Change

  Streaming live on The Female Quotient LinkedIn, Rewriting the rules of capital: Designing the future

• June 22 - 25 | FQ Beach @ Cannes

• July 25 | FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: The science behind why you can’t “just relax”

• FQ Leaders Spotlight: Julie Lyle, President, TCC Global

• Inside Track: Leaders on the move

• Dear FQ: How do I ask for help at work without hurting my credibility?

• Poll the Pack: The first 10 minutes of your day

TELL ME MORE

The stress mess

You’re stuck in traffic and running late. A deadline is creeping up. You just had an argument with a friend. Stress shows up every day, and your body feels it instantly. It’s an evolutionary reflex meant to keep us safe, but it can also take a toll, affecting women more than men.

Let’s break it down. There are 3 types of stress: 

• Acute: short-term and not always negative, just ask any thrill-seeker (hello, adrenaline)

• Episodic acute: the daily stress that doesn’t let up, not giving the mind and body a chance to recuperate 

• Chronic: long-term, and where real health issues start to show up

Most people know the “fight-or-flight” response, coined by Dr. Walter B. Cannon in 1933. It’s the body’s reaction to a perceived danger, a hard-wired survival mechanism that prepares the body to either confront or flee from threats. Cue The Clash, Should I Stay or Should I Go 🎶

Women are about 30% more likely than men to live in chronic fight-or-flight mode. Part of that is biological. Women have a stronger stress hormone response and more sensitive receptors. Even in studies with rats, females not only react more intensely to stress, but also take longer to recover. When exposed to stress, both male and female rats release the hormone corticotropin-releasing factor (CRF), but there’s a big difference. Female rats release more of the receptor CRF1, while male rats release more of the variant CRF2. Here’s the kicker: CRF1 initiates the body’s stress response, while CRF2 finishes it, so not only are female rats more primed to be stressed, they take a longer time to recover. In humans, that shows up in real ways: higher rates of PTSD, anxiety, and depression in women. 

But it’s so much more than biology that makes women susceptible. There’s an intersection of cultural expectations, habitual over-giving, and generations of conditioning to “push through.” And for years, research assumed women responded to stress the same way men do.

That changed when UCLA psychologist Shelley Taylor introduced “tend and befriend.” She found that women often respond to stress by caring for others and seeking connection. It’s not weakness; it’s biology. Forming these bonds in the face of stress helps reduce its impact. Through the release of the hormone oxytocin, women’s bodies have found a way to soothe themselves with emotional connection. 

Still, for the 30% of women who are chronically in fight-or-flight, that regulation doesn’t come easily. When your body is stuck in fight-or-flight, it’s focused on survival, and everything else gets deprioritized: hormones, immune function, recovery, and even memory. Says Lily Brown, Director of the Center for the Treatment and Study of Anxiety at the University of Pennsylvania, “What we often see clinically is that people aren’t reacting only to the event in front of them. They’re reacting to a whole history of stress that has already taxed their system. By the time a major stressor hits, the brain and body may already be operating under a heavy load.” This can cause insomnia, fatigue, acne, headaches, forgetfulness (which, in stressful situations, has been linked to estrogen), dementia, hair loss, irregular periods, fertility issues, and the list goes on…

But here’s the powerful, and very important, part: regulation is learnable. When you teach your nervous system it’s safe, everything changes: your energy, focus, mood, health, and capacity to lead. Be aware of what is causing you stress, and give yourself agency to address it. Exercise, do breath work, go to therapy, explore creative hobbies, get outside, eat nourishing food, connect with friends, and get a good night’s sleep. These aren’t just basic self-care practices. They’re strategic, science-backed acts to a calm nervous system. If women want greater health and longevity, we cannot afford to wait for science to catch up. When it comes to how we respond to stress, there can only be one option: fight.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Julie Lyle is a Board Director at Dstillery, the leading predictive AI audience targeting company. She is also President and Board member of TCC Global, where she leads efforts to help retailers around the world drive customer loyalty, data strategy, and marketing programs at scale. Julie began her career as an entrepreneur before moving into executive roles at Walmart, Prudential plc, and Barnes & Noble, building deep expertise at the intersection of commerce and consumer behavior. In addition to her operating roles, she is a seasoned investor and advisor, serving on the board of meetsynthia.ai. Julie is widely recognized for her perspective on how brands can build lasting customer relationships through data and personalization.

What’s the most unexpected opportunity you’ve gotten in your career?

Early in my career, Mitch Hart, who is a venture capitalist and Founder of The Hart Group, recognized my potential and gave me the role of functionally reporting to 5 portfolio company CEOs, while administratively reporting to Mitch as Chairman. Through that job, I learned to successfully navigate internal politics, build trust among competing executives, and master conflict among big personalities. It was challenging, and the skills I gained were invaluable.

What’s the worst career advice you’ve gotten?

“If people allow you to take advantage of them, they deserve what they get.” I categorically disagree with that. I believe we all have a moral imperative to do well by doing good, as companies and as people. At the end of the day, your integrity is all that matters.

What was a heartbeat moment for you in your career?

It was when my mother was diagnosed with cancer. While she fought valiantly, she eventually had to be transitioned to hospice care. I was CMO of Walmart at the time, and I immediately resigned so that I could go and take care of her. It was a heartbeat moment for me because I loved my job. It was difficult to go from managing multi-billion-dollar profit and loss statements to changing bedpans and IVs, but I wouldn’t change that decision for the world. Those last months I had with my mom will always be precious to me.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would give flowers to Dan Burnham, who, when he was CEO at Raytheon, gave me a “tough love” challenge to be more intentional about how I managed my career. I took his advice to heart and developed a 7-part marketing plan with time and action schedules that I implemented and followed for the next 25 years. It had an incredible impact on my career growth and income. I eventually turned it into a curriculum and convinced Walmart to offer the program to 2,500 female managers in an effort to empower them with a clear path for growth and development. Even though it was 18 years ago, I still receive notes from women who used those growth insights to achieve success. I’m grateful to Dan for challenging me, bringing out my best, and allowing me to pay it forward.

Where have you caused some good trouble in your career?

During the 2008 global financial crisis, I was leading a team charged with accelerating growth in Prudential’s Asian insurance business. Market confidence was at an all-time low, and we had very little brand awareness in Asia. After careful research, we went against industry standards and took a big risk. We shifted our entire marketing strategy from typical financial services messaging to focus on families with children under the age of 12. We developed music videos, apps, games, and characters around a financial learning program for kids. We shifted our advertising dollars from the major news and financial media outlets to Nickelodeon. It was a huge success, and our sales, recruitment, and brand recognition soared.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Julie Yufe has taken on the role of EVP and Managing Director International at the National Hockey League (NHL)

• Agnès Pinel is now Chief Human Resources Officer at Parfums Christian Dior and LVMH Beauty Division

• Allison Giorgio has been appointed Chief Marketing Officer at NOBULL

• Anna Frost is now Head of Marketing at CNN Worldwide

• Michele Griffin has joined Lightning Capital as General Partner and COO

• Jessica Williams has stepped into the role of Chief Marketing Officer role at OnePay

DEAR FQ

Your burning career questions answered

Margot Rathke of The Female Quotient weighs in:

We’ve all been there. You want to seem confident and competent, so you don’t ask for help. But here’s the reframe: requesting support isn’t proof that you don’t know what you’re doing. It shows that you are eager to learn, value feedback, and are committed to turning out high-quality work. Research backs this up. Studies have shown that people who ask for advice are perceived as more competent, not less. Why? Because they’re engaged, thoughtful, and invested in the outcome. By asking for clarity, you’re ensuring that you are aligned with your colleagues. And practically speaking, a five-minute check-in can save hours of rework. 

That said, resourcefulness is one of the most underrated skills (in work and life!). Do the homework first. Show you’ve thought it through. Do as much troubleshooting on your own before approaching a colleague. And remember that the “what ifs” and “whys” are often what spark innovation. They challenge “the way it’s always been done” and can lead to smarter, more efficient ways of working. A simple question could be an opportunity for growth for you and the company.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Revving up for the day

Humans are creatures of habit. The routines we build can reduce stress while setting the tone for how we show up at work. Employees were nearly split between starting the day with coffee and quiet time and diving straight into email. It’s a small choice, but it reflects a bigger divide: those creating intentional space, and those pulled immediately into reaction mode.

When 38% of people start with email, it points to a broader pattern: responsiveness is prioritized over reflection. Urgency gets mistaken for importance and we end up in a culture of constant reaction instead of intentional action.

Taking even a moment to reflect and recalibrate creates clarity. Think of the start of your day as something worth reclaiming. It sets the foundation for everything that follows.

Breathe in, breathe out. You got this 🧘‍♀️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• FQ Beach @ Cannes

• FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: The part no one talks about after birth

• FQ Leaders Spotlight: Melissa Doman, Organizational Psychologist

• Inside Track: Leaders on the move

• Dear FQ: How do I set boundaries at work when I’m the one that everyone counts on?

• Poll the Pack: Standing out on a high-performance team

TELL ME MORE

48 hours later and you’re on your own

When you’re pregnant, you’re focused on the appointments, the planning, the names, and the gear. Sure, you have the Snoo and a stroller that has more bells and whistles than your first car, but no one really prepares you for what happens after you bring your baby home. In the U.S., moms are often sent home from the hospital within 48 hours after giving birth. After one of the most monumental and taxing moments of a woman’s life (not to mention the previous 9+ months...), she’s given less than 2 days to find her bearings and find the exit. 

Dr. Thaïs Aliabadi, OBGYN, spoke to The FQ on the disconnect between prenatal and postpartum care on an episode of Broadlines. When she went through her own pregnancy, she shared that, "Postpartum was definitely not a discussion in any of my prenatal appointments. The focus was on the baby, having the baby, and then after that, you're on your own. I remember taking her home in the car seat and wondering, ‘What do I do now?’” And that’s coming from an obstetrician. 88% of women say they feel unprepared for postpartum. As Harvard professor Jessica Cohen put it: “Women are left to fall off a cliff after delivery.”

That freefall is a problem. The U.S. doesn’t have infrastructure in place to support new moms. Postpartum is one of the most critical times. 50% of women who die from pregnancy-related causes do so after birth, yet most women don’t see a doctor again for 4–6 weeks. We’ve normalized a timeline that doesn’t reflect reality. Six weeks postpartum is treated as a finish line, but physical recovery can take a year, and mental and emotional recovery can take several.

Dr. Aliabadi says that the general public’s thinking is that a mother is “back to normal” within 6 weeks of giving birth because her wounds have healed. That expectation to quickly “bounce back” is completely out of sync with reality. A 2023 study revealed that 1 in 4 moms in the U.S. go back to work within 2 weeks of giving birth (!!). Dr. Aliabadi knows that all of this takes a toll: “There’s a lack of sleep, waking up with a screaming baby, and being overwhelmed. Your incision hurts, your vagina hurts, your nipples hurt. Everything hurts." 

And yet, so much of this remains unspoken. Postpartum recovery is layered, physical, emotional, hormonal, and deeply personal. Even intimacy is misunderstood. Six weeks postpartum is often seen as a green light, when in reality, many women are still healing. It does not mean we’re ready or obligated to have sex, a reality many women experience but few openly discuss. 

It is absolutely normal not to want to have sex six weeks postpartum, but Dr. Aliabadi shared that patients ask her for medical notes to delay intimacy because “no” is not always respected at home. “Patients ask me to write a note detailing that she is not allowed to have sex for another 6 months, another 3 months, another 5 weeks, because these patients would go home and their partners force them to have sex with them. They want a medical letter from me to show that they're not supposed to have sex, and I give it to them.”

Then there’s mental health. Postpartum depression affects 1 in 7 women, yet 75% go untreated. Many suffer in silence, shaped by the expectation that motherhood should feel joyful and anything else feels like failure. Women who have a history of mental health challenges are often more vulnerable, but many stop taking medication while breastfeeding because they’ve been told it’s not safe. Dr. Aliabadi is clear on this: “It's absolutely safe to take antidepressants while you’re breastfeeding. A lot of patients think they can't. Self-care is very important. Sometimes we get so involved with the baby that we forget ourselves.”

This can have catastrophic consequences. If a woman is not treated, it does not “just go away on its own.” Research shows symptoms can last for years, even until a child’s 6th birthday. Postpartum mental health exists on a spectrum: from the “baby blues” that can last a few weeks, to postpartum depression that can stretch for months or years, to postpartum psychosis, which requires immediate care and can have life-threatening consequences. This is about the mother and the entire ecosystem around her. When she’s not supported, everything else is affected.

Other countries are doing things differently. In South Korea, new moms spend 21 days in peaceful postpartum care centers called Sanhujoriwon, where new moms can focus on rest, nutrition, and healing while government programs help cover the cost. In Germany, postpartum care lasts over 80 days, and midwives visit every new mom for 12 weeks, all covered by insurance.

In most of the world, postpartum care means support, not survival mode. Many postpartum practices prioritize warmth, nourishment, and recovery, because giving birth is a monumental feat that shouldn’t be met with isolation. It’s a reminder that new mothers deserve time, support, community, and care. Let’s make that the standard.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Melissa Doman is on a mission to make talking about mental health at work feel normal. An organizational psychologist and founder of The Workplace Mental Health Method, her goal is to help companies, leaders, and teams communicate better about mental health and the realities of team dynamics. The truth is, mental health shows up at work whether we talk about it or not. She has worked with companies all over the world, including Google, Progressive, Microsoft, and Estée Lauder. She is also the author of Yes, You Can Talk About Mental Health at Work and Cornered Office: Why We Need To Talk About Leadership Mental Health.  

What’s the worst career advice you’ve gotten?

Someone told me that in order to win clients, you have to be the least expensive option. They thought it was better to be known as affordable than to be known for delivering real results. I think it's important to be accessible for all kinds of companies, budgets, and people, but there’s a difference between being flexible and discounting your worth. It’s something countless women struggle with. We’re often quicker to lower our price than some of our male counterparts. I’ve learned that knowing your value is non-negotiable. I’m not going to work with someone who doesn’t recognize my worth.

What was a heartbeat moment for you in your career?

When I pitched my first book. My career was gaining momentum, and I was speaking frequently, teaching, and working with organizations that were all saying the same thing: “We need to talk about mental health at work.” I agreed with the sentiment, but I kept asking myself, “How?” It is easy to say we need to have these conversations. It is much harder to teach people what that actually looks like in practice. What do you say in a team meeting? How do you respond when an employee discloses something vulnerable? How does a leader model healthy behavior without oversharing?

One day, I was scrolling on LinkedIn and saw an author who had published a book with a small publisher. I remember thinking that if they could write a book, so could I. I wanted to write a practical guide and a manual that showed people how to talk about mental health in the workplace in a way that was responsible and effective. I realized that if no one's going to write the damn thing, it's gonna be me.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I’d like to give flowers to one of my best friends, Nidia Amado. We met through a Denver women's Facebook group right after I moved there. Whenever I reach a new milestone in my career, she'll say, “Maybe you can do this next.” She encourages me to venture outside the realm of what I think is possible. She’s always there for me when I'm tired, when I have a challenge, and when I’m celebrating successes.

Where have you caused some good trouble in your career?

For my work, I equip businesses, leaders, and individuals with the skills they need to have constructive conversations about mental health, team dynamics, and communication in the workplace. The process can be imperfect and hard, and there will always be companies and leaders who don’t care about it. 

I’ve been met with resistance, but we spend the most time with the people we work with every week, and it can be really tough out there. Mental health challenges will inevitably surface in the workplace, and they directly affect performance, communication, productivity, and, ultimately, the bottom line. Why not teach people skills so they can talk about the support they need, get the support they need, and function better in their jobs?

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Manon Rheaume has been named the first-ever GM of PWHL Detroit

• Anu Gupta has stepped into the role of Chief Transformation Officer at Starbucks

• Anisha Raghavan has taken on the role of Chief Marketing Officer at Seed Health

DEAR FQ

Your burning career questions answered

Briana DeFranco of The Female Quotient weighs in:

It can be tough when you’re the one at work that everyone depends on. It’s an issue many employees, specifically women and people of color, face. The instinct is to prove yourself to be reliable, responsive, and the person who always delivers. Over time, that commitment can quietly turn into expectation.

What’s often overlooked is that when you help someone at work, you’re not just being “nice.” You’re contributing to the success of the entire organization. When teams are stronger, companies are stronger. 

That said, if you’re feeling overextended, there are a few ways to interrupt the cycle. Be transparent about your capacity, not as an apology, but as a leadership behavior that creates space for real collaboration. Ask for help when you need it. And remember to really sign off and protect your time outside of work. Rest isn’t a reward, it’s a strategy. When you give yourself space to unplug, you come back sharper. 

Being dependable is a genuine strength, but remember that successful teams aren’t powered by one person doing it all; they’re built on shared ownership.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Collaboration is the competitive edge

When you’re on a high-performing team, standing out can feel tricky. You’d think it turns competitive, but the best teams don’t operate that way.

Standing out isn’t about individual heroics. It’s about connection and contribution. The smartest move? Build real relationships. Research from Harvard Business Review shows that the people who create the most impact are top performers, and they’re also “connectors.” They share information, bring others in, and make the team smarter as a whole. The people who stand out aren’t chasing the spotlight; they’re building trust, collaborating, and making the work better for everyone. 

Right behind that is initiative. In rooms full of motivated people, no one is waiting to be told what to do. High-performing teams value those who anticipate needs, move ideas forward, and create momentum without waiting for direction.

And one thing that matters more than people realize: how you show up in the team dynamic. Psychological safety, feeling safe to speak up, ask questions, and take risks, is what separates good teams from great ones. The people who elevate teams are the ones who help create that environment. Standing out isn’t about doing more alone. It’s about showing up and working better together.

Here’s to support, not survival mode.

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• FQ Beach @ Cannes

• FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Out of focus

• FQ Leaders Spotlight: Teresa Barreira, Global Chief Marketing and Communications Officer at Publicis Sapient

• Inside Track: Leaders on the move

• Dear FQ: How do I deal with a colleague who takes credit for my ideas?

• Poll the Pack: Count on me, like 123 🎶

TELL ME MORE

Sidelined

Who’s behind the cameras capturing the biggest moments in sports? By and large, the majority of sports photographers are men. More than 62%, in fact. We’ve witnessed it first hand at the Olympics. This disparity can deeply affect the stories being told and the athletes being represented because when all the photographers look the same, the storytelling suffers. 

It wasn’t that long ago that women weren’t even allowed to compete. At the first modern Olympics in 1896, founder Pierre de Coubertin called women’s participation “impractical, uninteresting, unaesthetic.” When women were finally included in 1900, they were pushed into sports that preserved “femininity,” like equestrianism, golf, sailing, tennis, and croquet. Fast forward to today, and the Milano Cortina Games were the most gender-balanced Winter Olympics yet, with women making up 47% of athletes. Progress on the field, but behind the lens? Still lagging.

Out of nearly 700 Olympic photographers, only 18% were women. Yes, that’s up from 15% in Paris and 13% in Beijing, but let’s be honest, the bar is low. And for the women who are there, the playing field isn’t equal. Many aren’t taken as seriously and they’re passed over for defining moments. Some are literally told to step back so they “don’t get hurt.”

This deeply impacts the stories being told and the athletes who are represented. Who stands behind the lens shapes the stories the world sees. When representation is limited, so is perspective. Women’s sports get less coverage, less depth, and less storytelling. 

Women make up 40% of professional athletes, yet receive just 15% of media coverage. And when they are covered, it’s often framed as secondary. As one expert put it: men’s sports are the main event and women’s sports are treated like an obligation. Says Michael Messner, Professor Emeritus of Sociology and Gender Studies at the University of Southern California, “Men’s sports are the appetizer, the main course and the dessert, and if there’s any mention of women’s sports it comes across as begrudging ‘eat your vegetables’ without the kind of bells and whistles and excitement with which they describe men’s sports and athletes.” 

Even on social media, where the playing field should be more level, it isn’t. At the first fully gender-equal Olympics in Paris, coverage still skewed male. Male athletes were covered more, and more often featured in action poses, compared to female athletes more often in “passive” poses. 

This all adds up to impeding a woman athlete’s ability to make more money and secure sponsorships. And when women are applauded for contributions to their sport, it is qualified by their gender: “the greatest female basketball player,” further demoting women’s sports in the public eye.

But change is happening because women are pushing it forward. Photographers like Elsa Garrison and Maddie Meyer are breaking the glass ceiling (lens?) by being the only two female photographers employed full-time at Getty Images. Others, like Lisa Slagle, are building pipelines, mentoring the next generation and holding workshops for other women: “We’re breeding a mindset where it’s about the work, not about the person, and how your work can get better.”

And the impact is real. Women’s sports are surging, from the WNBA to the Women’s World Cup to college gymnastics. Audiences are showing up. Now the storytelling needs to catch up. While these women kneel on the sidelines, capturing the moments that define sport, they’re shaping history. The images they create do so much more than document a game; they influence how we see it. The truth is, whether it’s on the sidelines, in the boardroom, or in the workplace, perspective matters. Women and people of color bring a lens that’s informed by lived experience, one that captures moments others might miss. When more women are behind the camera, female athletes are captured with greater authenticity and visibility. And that’s something to focus on.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

Throughout Teresa Barreira’s career, she has made it a point to embrace the unknown, and make it work for her. As Global Chief Marketing and Communications Officer at Publicis Sapient, she leads a team that spans 7 countries. She’s held leadership roles at multiple Fortune 500 companies, earned 3 Clios, a Global Ace Award for producing social impact documentaries and, most recently, a Gold Stevie Award for Achievement in Management.

And just as intentionally as she’s built her career, she’s building pathways for others. She is deeply committed to opening doors for the next generation, actively creating opportunities for young people to explore careers they may not have otherwise imagined. Because for her, success is about bringing others with you.

What’s the worst career advice you’ve gotten?

Play it safe. I believe the opposite. Fortune favors the brave who are willing to disrupt, challenge, and change things. It applies to everyone and everything, from individuals to companies, and brands. Making the safe decision is the fastest way to become irrelevant.

I’ve lived that belief at every turning point, running my family’s business at a young age, immigrating to the U.S. at 17, and walking away from a path in medicine to build something entirely new. None of those were safe decisions. But they’re the ones that shaped my career and my impact. Uncertainty is where growth happens.

What’s the best piece of non-obvious career advice you’ve gotten?

I grew up with parents who wanted me to be a lawyer or a doctor. I started pre-med, then switched to political science to pursue law. I even took the LSAT, but walked out thinking I didn’t do well enough for a top school. My roommate suggested I try the GMAT (Graduate Management Admission Test). I didn’t even know what it was, took it without preparing, and ended up doing well.

That one piece of advice changed everything. I went to business school and it completely shifted my path. It also shaped how I think about talent. The best ideas don’t always come from inside your industry. Some of my strongest hires have come from completely different backgrounds; they bring different perspectives, challenge assumptions, and question the status quo.

What was a heartbeat moment for you in your career?

A year after I joined Publicis Sapient, we relaunched the brand and the company. It was more than a name change; it was a refocusing of the entire company. We were changing the way we do our work, the type of work we do, and the type of clients we serve. We repositioned the business around digital transformation and helping companies truly reinvent themselves with digital at the core.

But for me, there was another layer. More than the strategy, it was important to bring the energy back. How do we make the company feel magnetic again? How do we bring in the energy, the creativity, and the edge? So we did something unconventional. When we came up with our new brand, we crowdsourced internally, choosing from a wide range of submissions across the company. It was really special to see us not go outside and hire an agency, but instead build it with our own people, on our own terms.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I want to give flowers to Diana O’Brien, former Global Chief Marketing Officer at Deloitte and someone who spent 25 years shaping the firm. She took a chance on me for my first CMO role, an opportunity that changed everything. Diana leads with clarity, confidence, and a deep belief in others, always reminding you to know your worth and never play small.

Where have you caused some good trouble in your career?

That's the theme of my career trajectory. I am a huge believer that we constantly have to reinvent and disrupt ourselves. We’re like a product that lives in a constant state of beta: never finished and always evolving. And it’s the same for teams, organizations, and individuals. Over the past three years, my team and I have leaned into that mindset. We’ve used AI as a catalyst to rethink how we work and redefine what marketing can be. We’ve rebuilt processes, challenged assumptions, and embraced new ways of working.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Jamie Gersch has been appointed Chief Marketing Officer at Fanatics Commerce

• Susan J. Kim is stepping into the role of CEO at OUAI

• Amanda Butler has been named the first-ever CMO of Sundial Media & Technology Group

• Lourdes Arocho has been appointed Senior Vice President and Head of Licensing at Gap Inc.

• Drew Damman has taken on the role of Vice President of Marketing at Vince

• Stephanie Paterik is now VP of Insights at EMARKETER

DEAR FQ

Your burning career questions answered

Connor Skahill of The Female Quotient weighs in:

There’s only one thing worse than an idea echoer in a room: an idea echoer who takes credit. It’s frustrating, especially when you’ve done the work and don’t get the recognition you deserve.

When this happens again (an echo always comes back), stay professional. You don’t need to stay quiet in the moment, but you do need to be thoughtful about how you respond. Instead of vague language, anchor your ownership directly: "Thank you, Joe. Happy to walk through the thinking more, I’ve been developing this approach over the past few weeks.” The goal isn’t to call someone out, but to reclaim visibility without escalating tension.

After the meeting, if the relationship allows, address it directly in a private, non-accusatory conversation. Keep it constructive and focused on working better together. Something like: “I’m glad the idea resonated. Next time, I’d love to present it upfront so we can build on it together.”

And most importantly, don’t rely on one moment to prove your value. The strongest advice is to create a visible record of your work and stay proactive. Provide updates to your manager, document your progress, and communicate your contributions in meetings and follow-up emails to ensure you’re owning the project. After all, you are your own biggest advocate in the workplace. 

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Trust me

Trust is built on clarity. Nearly half of employees say that transparent communication is the most powerful trust-builder. Being open, keeping everyone in the loop, admitting mistakes, sharing context, surfacing challenges early, and aligning expectations are what matters. Because nothing erodes trust faster than guessing what’s going on.

Next comes bringing solutions, not just problems. Leaders don’t expect you to have all the answers, but they do expect you to think it through. Show the path forward, not just the roadblock.

And then there’s consistency. Trust is built in the follow-through and reliability over time. Because at the end of the day, trust isn’t something you say, it’s something people experience.

Don’t miss your shot. 📸

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• FQ Beach @ Cannes

• FQ Lounge™ @ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Parenthood didn’t slow me down. It focused me.

• FQ Leaders Spotlight: Vini Kaul, Corporate Executive, Entrepreneur, Speaker, Investor

• Inside Track: Leaders on the move

• Dear FQ: Will setting boundaries at work limit my growth?

• Poll the Pack: Just do it!

TELL ME MORE

Parent Company

File under “we could have told you that” 📂: being a working parent isn’t easy. There’s a lot to juggle: meetings, doctor visits, extracurriculars, healthy food on the table…and somehow still being present both at work and at home. The phrase “it takes a village" would be cliché if it weren’t so true. 

And in the U.S., the reality is even tougher for working mothers. Studies show that mothers face what’s known as the motherhood penalty, where pay can decrease by 5-20% for each child they have. Motherhood can also change how women are perceived professionally, being viewed as less committed or less competent. 

But here’s where it gets interesting: most employees don’t believe parenthood slows careers down. Research from The Female Quotient and Ipsos, in partnership with Once Upon a Farm, finds that 64% of all employees say parenthood accelerated their careers and leadership track. Among parents, that number jumps to 69%. 

In other words, becoming a parent isn’t a tradeoff; it’s an advantage. And when parents have support, they don’t slow down; they step up. Cassandra Curtis, Co-Founder and Chief Innovation Officer at Once Upon a Farm shared, “My biggest hope for how Once Upon a Farm can help families is that we are a part of their village. We’re their ally from babies to big kids so that they can excel in their careers and their lives.” 

82% of parents believe their ambition increased after having children. Yes, increased. It’s not exactly the narrative we’ve been sold for years about mothers “stepping back.” Parenthood sharpened their sense of purpose and deepened their drive. In fact, 72% of parents started to make bolder career moves after becoming a parent. As Talia Bender Small, President of The Female Quotient, explains, “It’s made me more ambitious because I want to be a role model to my son and my daughter. They fuel me every day.” Parents are succeeding in their careers because they have children, not in spite of it.  

Katie Marston, Chief Marketing Officer at Once Upon a Farm, feels that parenting has given her a leg up: “I have two children with very different personalities, one being neurodivergent. They have reminded me to alter my communication and management style depending on the person I am talking to. And to find the “special” in each one.”

Success comes down to infrastructure, the village around you. And that village includes employers. Companies that offer flexible schedules, parental leave, and the ability to work remotely as needed see real results. 78% of all employees, and 86% of parents, say they would stay longer at a company that supports parents. Supporting caregivers isn’t just nice; it’s strategic.

The good news is that 74% of parents confirm that their workplace supports them as a caregiver. Rachel Apirian, Chief Content Officer at The Female Quotient, shares, “Our CEO, Shelley Zalis, always tells us that if something important is happening for our kids, a soccer game, field trip, or school presentation, we should be there. No one will remember the meeting you missed, but your kids will remember the moments you showed up for. Many of us are parents going through it together. We’ve become each other’s village.”

The village beyond the workplace, partners, siblings, grandparents, nannies, and friends all play a crucial role. 74% of parents say sharing caregiving responsibilities helped them advance their careers. For many families, that also means challenging traditional gender roles. Historically, when a heteronormative couple has had to choose between work and caregiving, the responsibility has fallen to the woman to stay at home. But when both partners share the load, a woman’s career, ambitions, and financial autonomy are not sidelined. Vanessa Buenger, Head of Creative Strategy & Partner Solutions at The Female Quotient, says of her relationship with her husband, “We split caregiving responsibilities equitably. If one of us is having a week where we have less to give, the other steps in.”

Parenthood is one of the most demanding roles there is. It’s also a powerful training ground for leadership: empathy, patience, multitasking, flexibility, organization, communication, and crisis management…to name a few. When 81% of all employees (parents and non-parents alike) say that caring for children is leadership, our workplaces should reflect that reality. As Cassandra Curtis shares, “You can follow your passion, and you can have a family. It's just about getting support along the way where you need it.” 

The leaders shaping organizations are often navigating bedtime negotiations and business negotiations. This isn’t about doing it all. It’s about doing what matters. And what matters, at home and at work, is leading with care. 

Read more on thefemalequotient.com.

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

To put it mildly, Vini Kaul is a go-getter. Growing up as a child to parents who became overnight refugees due to terrorism, Vini went on to graduate from Harvard Business School. She has extensive experience in multibillion-dollar deals in tech, sales & growth, and has worked across industries, including aerospace and defense, manufacturing, tech, and consumer goods, working with Fortune 500 companies like Pfizer, GSK, Rolls-Royce, Google, Microsoft, BAE, Raytheon, Textron, etc.

What’s the worst career advice you’ve gotten?

We were bidding on a billion-dollar deal with multiple stakeholders involved. I was heading the account and primary point of contact for the customer, coordinating across teams, bringing people into the war room, communicating with the CEO, PE firms, and sourcing advisors.

It was during this deal that someone told me that I needed to follow the hierarchy. While I understand that there is a chain of command, you also have to know when to tune out the noise and get your work done. At the end of the day, it was about my customer. So I trusted my instincts, stayed focused, and led the effort end to end. That experience was pivotal because it taught me that if you own the relationship, you should also own the responsibility to lead from the front and drive decisions forward.

What’s the best piece of non-obvious career advice you’ve gotten?

Enjoy the journey! I learned this the hard way. I’ve always been a highly ambitious person. How I approached work was similar to how I approached running, very focused on reaching a goal. One day, someone said to me, “You should look around and enjoy the scenery as well.” I realized they were right and that it applies to both your career and personal life. We sometimes forget to enjoy the journey while chasing our goals.

What was a heartbeat moment for you in your career?

At the beginning of my career, I had a high-profile job at a tech company where I was one of the youngest employees. We had a customer who was a $100 billion pharma giant, and I served as an account lead. After a while, the customer requested that I head the account and relationship globally. I was thrilled that they had so much trust in me, but I was also very young. My supervisor saw a fire in me and fought with other stakeholders in the company so that I could have the opportunity. 

While at times it was difficult, it was very rewarding. I built so much trust and credibility with the customer that when I left the company, they wanted to hire me. That experience shaped the entire trajectory of my professional and personal life. It taught me how to be a leader.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I would like to give flowers to my parents because they have contributed to my professional success. After we became refugees, both of my parents had to start not just from scratch, but at a deficit. As kids, we watched them navigate difficult situations in a new place and environment. They taught us about ferocious hard work, setting goals, resilience, discipline, and doing the best possible job even in the face of adversity. They made sacrifices that helped me and my siblings grow up to have the greatest careers and lives.

Where have you caused some good trouble in your career?

We’ve been taught that the customer is always right. But when you’re working with a customer as a partner, there will be moments of misalignment. I’ve seen colleagues hesitate to speak up in those situations, but in my experience, that ultimately hurts the outcome. Partnership requires honesty on both sides.

While it may feel unorthodox to some, I’ve always been transparent with my customers. And more often than not, they value it because it shows a shared commitment to accountability and to achieving the best possible result together.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Veronique Gabai Pinsky has been appointed the first-ever Chief Brand & Product Officer at Bath & Body Works

• Nora Wolfe has taken on her new role as Senior Vice President and U.S. Head of Media at L'Oréal USA

• Melissa (Grady) Dias has been named CEO of Measured Wellness

• Abigail Shilling is stepping into the role of VP of Communications at Land O'Lakes, Inc.

• Samantha Jacobson is now VP of Partnerships (Monetization) at OpenAI

DEAR FQ

Your burning career questions answered

Janis Gilman of The Female Quotient weighs in:

It’s hard enough setting boundaries in your personal life, but at work, it can feel even more complex. Saying “no” can feel like you’re closing doors. But done right, boundaries don’t limit growth, they protect the energy required to actually achieve it.

At the same time, Emma Grede, co-founder of SKIMS and Good American, argues that setting rigid, traditional boundaries, especially early in your career, limits career growth and opportunity. Her perspective is that high-level success requires immense effort and “radical self-responsibility.” Work-life balance isn’t something a company hands you; it’s something you take ownership of.

Both things can be true. The most effective leaders aren’t available for everything, but they know when to lean in. They’re intentional about where they invest their time and when the opportunity is worth the stretch. Instead of looking at boundaries as barriers, think of them as strategic choices.

The key is anchoring those choices to impact. Be clear about your priorities and communicate them in terms of outcomes: “To deliver X at the highest level, I need to focus on Y.” That shifts the conversation from limitation to commitment. And when you do say yes, make sure it builds your skills, visibility, or influence in a meaningful way. Sustainable careers are built by people who manage their capacity as carefully as their ambition.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Stop waiting and just do it.

If your job is starting to feel stagnant, the answer isn’t to wait for something new to come along. It’s to create it yourself.

A growth mindset means looking at what’s right in front of you and asking, what’s missing? 53% of employees say the best way to grow is by spotting gaps and stepping in. The people who move forward aren’t waiting for permission, they pay attention and take action. That kind of ownership stands out. It’s raising your hand before you feel ready, solving problems before you’re asked, and treating your role like it’s bigger than your job description.

And here’s the part many people skip: preparation. If you want to step in, you have to be ready to back it up. That means building your skills continuously, taking the course, and learning the system, so when the moment comes, you don’t hesitate. You just do it.

Go ahead, forward this to someone in your village you couldn’t do life without.

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• FQ Beach @ Cannes

• FQ Lounge™ @ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: There is no place in the game for shame

• FQ Leaders Spotlight: Laura Molen, Founder & President, Monarch Advisory Collective and Francesca Molen, Social Media Manager, Sports Sponsorships at T-Mobile

• Inside Track: Leaders on the move

• Dear FQ: Why is a promotion to leadership the main measure of success?

• Poll the Pack: The rise of the career pivot

TELL ME MORE

Game on. Period.

Athletes are praised for playing through injuries, with bloodied socks and bruised legs seen as signs of strength. But a period stain? It’s often met with shame. With leaders like Arsenal Women taking a stand, we’re one step closer to a world where athletes can focus on the game.

As Leah Williamson of Arsenal Women FC shared, “It’s just blood and blood is part of the game. But shame? There is no place in the game for shame.” Menstruation is a natural function experienced by half the earth’s population. Periods are not a weakness and should never be a source of shame. But in sports, it’s still one of the last remaining taboos.

Which is ironic, considering humans have been experiencing periods for thousands of years. Some early civilizations treated menstruation as something powerful, even mystical. Ancient Egyptian texts suggest menstrual blood was used in healing rituals. But awe quickly turned into fear, and fear turned into exclusion. Menstruating women were often pushed out of everyday life entirely.

Fast forward a few centuries, and we aren’t exactly doing much better. Sanitary napkins existed well before television, yet period product ads were banned from American TV until 1972. It took another 13 years before actress Courteney Cox became the first person to say the word “period” in a U.S. commercial.

Now layer sports on top of that history. Women have had to fight just to get onto the field in the first place. And this is recent history. Just over one hundred years ago, women were only allowed to participate in sports recreationally. Competition was considered “unladylike,” and more so, women were thought to be incapable of achieving athletic feats. In 1873, Dr. Edward Clarke published his book, Sex in Education: Or a Fair Chance for Girls, where he wrote, “Both muscular and brain labor must be reduced at the onset of menstruation.” He feared that if women participated in sports during their periods, it could negatively impact their most important feature: their reproductive organs. That was 151 years ago, and echoes of those ideas still linger.

To be fair, periods aren’t exactly a walk in the park. Symptoms include cramping, breast tenderness, bloating, fatigue, and emotional swings, basically a full-body inconvenience. Unsurprisingly, 50% of female athletes say their period significantly affects performance, and 32% experience dysmenorrhea, or painful periods.

But here’s where things get complicated: some athletes believe skipping their period entirely improves performance, while research shows losing a menstrual cycle can harm overall health. So what’s the answer? Well…we’re still figuring that out. There’s a huge research gap around female physiology in sports. For decades, training programs were built around male bodies. Says Charles Pedlar, Professor of Applied Sport and Exercise Science at St. Mary’s University, “Historically, female athletes have been trained like men, who have different hormonal profiles, so we need to think more intelligently about training women.” 

The knowledge gap affects everyone from doctors and coaches to the athletes themselves. Scottish Olympic swimmer Hannah Miley admitted, “It was really hard to change my mindset of competing on my period because from such a young age, that was the worst thing in the world.”

That stigma has consequences, especially for younger athletes. Girls drop out of sports at alarming rates during puberty. According to Women in Sport, more than one million self-described “sporty” girls leave sports after elementary school, often around the time their periods begin. 78% say they avoid sports entirely during menstruation. As Tanya Martin, Head of Insight & Innovation at Women in Sport, explains, “Teenage years are particularly important because that’s when lifelong habits and attitudes are formed for adulthood. Even the most sporty girls are regularly dropping out, missing training and missing competitions because of their periods, and because they don’t have the right support and guidance to be able to manage it effectively.” 

The good news? Elite athletes are starting to talk about it openly. During the Rio Olympics, Chinese swimmer Fu Yuanhui shocked viewers when she casually mentioned her period during a post-race interview while doubled over in pain: “It’s because I just got my period yesterday, so I’m still a bit weak and really tired.” The world survived hearing that sentence.

More athletes have followed suit. At the Milano Cortina Winter Olympics, figure skater Amber Glenn said, “I’m on my period right now, so it’s always really hard, especially when you have to perform in front of the whole world. It’s scary, and it makes you extra emotional. It’s something that we don’t really talk about a lot for female athletes, and I think it should be a topic of discussion.”

We couldn’t agree more. Every woman has had a period leak. For elite athletes, the problem can be even worse. Tampons and pads aren’t exactly designed for sprinting, flipping, or diving in front of millions of people. Which is why clothing policies matter so much. For decades, female athletes were expected to compete in white uniforms. At Wimbledon, beginning in 2023, women were finally permitted to wear dark colored undershorts for the first time. Soccer teams switched to darker shorts at the 2023 Women’s World Cup for the same reason. Yes, 2023 (!!).

Despite all of this, female athletes have broken records, won championships, and dominated their sports. The more openly we talk about menstruation as a biological reality instead of a whispered secret, the more we can actually address it. With better research, better education, and better equipment, athletes can work with their bodies.

Physiotherapist Michelle Lyons says, “Women have won World Cups and Olympic medals every day of their menstrual cycle, they don’t have a choice but to play on. We need to see periods as a superpower we can tap into to optimize how female athletes fuel, recover, and ultimately perform on the pitch.” After all, an athlete’s body is their most powerful tool, and understanding it is a real strength.

FQ LEADERS SPOTLIGHT

Double trouble(makers)! In honor of Mother’s Day, we sat down with mother-daughter duo, Laura and Francesca Molen.

Laura Molen is the Founder & President of Monarch Advisory Collective where she partners with leadership teams to build growth strategies at the intersection of consumer behavior, technology, and capital. She’s built a remarkable career navigating major shifts in the media and marketing landscape, from the rise of cable to the streaming era and now AI-driven transformation. Prior to founding Monarch, Laura held leadership roles including President of NBCUniversal Media and EVP of Network Sales and Marketing at Univision.

Francesca Molen is a Social Media Manager for Sports Sponsorships at T-Mobile, where she leads influencer marketing campaigns. She’s passionate about connecting brands with talent in ways that feel authentic and impactful, ensuring every partnership truly reflects the brand’s voice.

What’s the worst career advice you’ve gotten?

LM: I had left a job and while I was searching for a new one, someone told me to take any job I could find to stay in the game. Yes, that advice keeps people employed, but it can also erode your passion for the work if the job isn’t what you want. Even though the job I ultimately took was a stepping stone job, it had attributes that were important for the trajectory of my career. So, if your finances allow it, reflect on your previous job and the one you are searching for. What did you love? What did you not love? The latter can teach you a lot. Create criteria for yourself and find something that will be a great fit while also allowing you to grow.

FM: In college, I was in a club called The Association for Women in Sports Media. An industry professional came to speak and told us that women are less likely to succeed in sports media. It really surprised me to hear that, and it also terrified me because it was what I wanted to pursue. I decided to go for it anyway. I’ve found the opposite to be true. Within this industry, I'm surrounded by so many incredible, hard-working women.

What’s the best piece of non-obvious career advice you’ve gotten?

LM: Someone once told me that the industry is small, but your career is long. It’s not just built on highlight reels. It’s important to center yourself during the hard times because how you operate in those moments is what others will remember from your leadership.

FM: Don’t take things personally. In marketing, everyone is so passionate about their work and has a specific vision of how they want to see an idea come to life. When perspectives differ, I focus on collaboration, asking questions and understanding the “why.” Taking it personally only gets in the way of the work. When you are just trying to get someone to agree with you, nothing is going to get done. The goal isn’t to win, it’s to understand and build something better together.

What was a heartbeat moment for you in your career?

LM: Launching NBCUniversal’s streaming service, Peacock. It was a defining moment for me and we had a very short timeline to get it done.

We were looking for about 10 sponsors to help us build the future of streaming. At the time, the ad experience on streaming was broken. It was playing the same ads on repeat. We knew it had to be better. Instead of following the old model, we brought marketers, consumers, and technology together to build something new. What I’ve learned is that technology moves first, consumers follow, and the companies that wait get left behind. The ones who move early set the standard. 

FM: I felt stagnant and I started to wonder, “Am I going to be able to find another job where other people see my value and my worth?” Finding my new job was a heartbeat moment. The team saw my skill set, what I could bring to the table, and wanted me on the team. The role jump-started the career that I’d always envisioned for myself long-term, which is to become a Chief Marketing Officer.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

LM: I’d like to give flowers to Lisa McCarthy, co-founder of the Fast Forward Group. I’ve had the privilege of working with her across multiple companies and she’s had a lasting impact on how I show up.

Early in my career, she told me something I’ve never forgotten: your inner voice can either be your biggest limiter or your greatest accelerator. That mindset became a powerful tool for me. Whenever I doubted myself, like before a big presentation, she would reframe it: What if this is your chance to give the best presentation of your life? She taught me that feedback is a gift, not something to take personally. Once I was able to change the narrative in my head my career exploded. 

FM: I’d like to give flowers to two people. My former boss, Rebecca Karnofsky, led the sports activation team at Paramount. She was an incredible advocate for me. Even when I was applying for my current role, she helped prep me for my interview and gave me all of the tools and feedback that I needed to succeed.

My mom has been my guiding light, in life, and in my career. She is such a superstar. As an adult, I look back at what she’s accomplished: raising a family, being a daughter, sister, and friend, rising to the top of her career, and always showing up. I feel so lucky to have her as a role model and someone I can go to for advice. She always helps me see different perspectives and she has made me a stronger person.

Where have you caused some good trouble in your career?

LM: I built my career by challenging the industry and constantly looking at how technology is reshaping consumer behavior. Early on, I pushed companies to rethink where and how audiences were engaging, urging them to invest in platforms like YouTube and social media at a time when cable still dominated the conversation.

It wasn’t always popular. It disrupted long-held beliefs about the way it’s “always been done” and required rethinking how success was measured. By shifting that mindset, we unlocked new revenue streams and drove growth. Careers are not built by following a playbook. You have to think like an F1 pit team: constantly reading the track, anticipating what’s coming, and making precise adjustments in real time so the car performs at its best. It’s about speed and also about knowing when and how to adapt.

FM: I’ve caused good trouble by advocating for myself. I’m not your average 25-year-old employee and that can sometimes be underestimated, but I know my worth, the value I bring, and what I’m capable of. I study the trends, invest deeply in my career, and give 200%. I’m always focused on improving and learning for myself, my team, and the company I represent.

Confidence is part of who I am, and it was built by the people who raised me: my mom, my grandmothers, our nanny growing up, and a dad who taught me to stand up for myself and not take anyone’s crap. When I show up, I always bring my best.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Jenny Lewis has taken on the role of Vice President and Head of Marketing and eCommerce at Rivian

• Dana Marineau has been named North America Chief Marketing Officer at Canva

• Anshu Bhardwaj has been appointed Chief AI Transformation & Simplification Officer at PayPal

DEAR FQ

Your burning career questions answered

Shelley Zalis of The Female Quotient weighs in:

For too long, we’ve treated climbing a ladder as the only proof of ambition, as if success only counts when it leads to a bigger title. That thinking is outdated and wrong. Sometimes moving sideways is still growing, developing deep expertise is the real stretch, or staying close to the work you love is the most intentional choice you can make. 

Success isn’t about how many people report to you or your title. It’s about how you show up for your work, yourself, and others. It’s about impact and mastery. Your career is yours alone. Knowing who you are and what you want to do is applause-worthy. And it’s time we celebrated that.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

Your next big move isn’t a promotion

65% of employees say the best career move isn’t climbing the ladder, it’s pivoting. Changing roles or industries can be intimidating, but many professionals would rather take a calculated risk than stay in a role that no longer challenges or serves them.

Most people don’t start from scratch when they pivot. They bring transferable skills, new perspective, and renewed energy into the next chapter of their careers.

For organizations, this is worth paying attention to. If employees feel their only growth option is leaving, they will. The companies that retain top talent are the ones that make internal mobility feel just as dynamic as the external market.

Let’s take a cue from Cher Horowitz: “Mr. Hall, I was surfing the crimson wave.” Periods happen. Surf’s up. 🏄‍♀️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

RSVP to join us:

• FQ Beach @ Cannes 

• FQ Lounge™ @ FIFA World Cup

• FQ Lounge™ During WNBA All-Star

WHAT’S ON DECK

• Tell Me More: Doing nothing with your favorite people is really good for you

• FQ Leaders Spotlight: Susie Wolff, Managing Director of F1 Academy

• Inside Track: Leaders on the move

• Dear FQ: How do I earn credibility as the youngest person on my team?

• Poll the Pack: The simplest career hack

TELL ME MORE

Think nothing of it

You made plans with a friend weeks in advance to go to that new restaurant opening everyone’s talking about. It sounded fun at the time, but as the date gets closer, something shifts. Instead of excitement, you feel…pressure. Suddenly, it feels like an obligation. You still want to see your friend, but secretly you’re hoping they cancel.

Why are we like this? The minute we put something on the calendar, expectations creep in, and you feel that nagging feeling to be “on.” So what’s the solution? Nothing. Literally. Get together with your friends and do nothing. Nada, rien, niente. And it’s really good for you.

We’re talking about the unstructured hangout. No set plans, just be together, enjoy one another’s company, and see what comes up. Studies show that doing nothing with people you love is one of the best ways to spend time, and it’s great for your mental health.

The problem is, we don’t do it much anymore. For most of human history, just “hanging out” was normal. People dropped by each other’s homes, kids played outside, and friends knocked on the door to see if you were around. But technology, social media, smartphones, hyper-scheduled lives, and hustle culture have changed that. We have what experts call a busy habit. Writes Susan Weinschenk, “We're addicted to doing stuff. We have to prove something to ourselves and the world. It involves striving, being productive, being busy, working hard, playing hard. Everything has to have a purpose and be connected with a goal. Even our ‘down’ time has to be filled with all the ways we are making ourselves better.”

Ironically, all that connectivity and “betterment” has helped fuel what experts call the loneliness epidemic, officially declared by U.S. Surgeon General Dr. Vivek Murthy in 2023. But the trend started earlier. About 20 years ago, smartphones and social media began pulling people away from in-person connections. Neuropsychologist Sanam Hafeez says, “Intimate bonds form when neighbors drop by each other's homes, when children play together outside, or coworkers connect over the ‘water cooler.’ Without these interactions, relationships can become transactional, and we can become isolated.”

In 2021, the Survey Center of American Life found Americans were distancing from their friends, communicating less, and asking for support less often. In a 2025 American Psychological Association poll, 60% of Americans said they feel lonely. That loneliness has consequences, linked to depression, anxiety, dementia, and stroke. According to Dr. Murthy, loneliness carries the same health risks as obesity, inactivity, or smoking 15 cigarettes a day.

The antidote, of course, is friends. Real ones. In real life. 

Building a social network, an IRL social network, is one of the most powerful things we can do for our well-being. And when the hangout has no plan at all, the benefits are exponential. Maybe you pop by a friend’s house, maybe you play a board game, or maybe you watch TV and barely pay attention…and somewhere in there comes one of those deep belly laughs that feels so good it practically resets your brain. Alexandra G. Stratyner shared, “You tend to be more relaxed when you’re not on a schedule. With no agenda, there’s also more room for laughter, surprise, and candid conversations that deepen relationships.” Sheila Liming, author of Hanging Out: The Radical Power of Killing Time, agrees, “If we can be in a room doing nothing with someone else, that is a pretty sincere form of intimacy.” When you spend time with someone you feel safe with, you can just…be. 

In fact, neuroscientists at Dartmouth found that close friends’ brains sync up. When they share an experience like watching the same videos, their minds respond in similar ways, showing nearly identical patterns of attention, emotion, and even boredom. The connection runs so deep that researchers could tell how close two people were just by looking at their brain scans.

That kind of connection doesn’t just feel good; it’s good for us. When women connect, stress hormones drop, and the body finds balance. Research shows that opening up to a friend soothes the nervous system. One of the longest-running studies on human happiness, the Harvard Study of Adult Development, found that strong relationships are the most powerful predictor of a long, healthy life. In other words, the people you spend time with matter. When you surround yourself with people who are motivated and have good habits, it’s contagious. 

Which is why giving yourself permission to pause might be one of the most radical things you can do. Vic Paterson said, “When you take the pressure off making a hangout perfect, your brain stops treating friendship like a performance review and something magical happens. The best therapy often happens on someone’s sofa, talking rubbish and not watching whatever’s on TV. When we stop trying to make memories, we actually make them.” 

What are you waiting for? Call a friend…and do absolutely nothing.

We are proud to share that The Female Quotient is officially a LinkedIn BrandLink partner, joining a lineup of peers in media and publishing that includes The Wall Street Journal, Condé Nast, Forbes, Fortune, and more.

With our founder and CEO, Shelley Zalis, also represented as a thought leader in the BrandLink creator program, The FQ is part of a new cohort of publishers in the program represented by both the brand and its founder, expanding how partners can connect. For brand partners, this allows us to feature premium pre-roll alongside editorial FQ content, in a brand-safe environment, powered by LinkedIn’s first-party targeting. Email us to learn more: FQpartnerships@thefq.com

FQ LEADERS SPOTLIGHT

Troublemakers who don’t fit the mold, and don’t try to

If you want to catch up with Susie Wolff, you’re going to have to hit the accelerator. She is the Managing Director of F1 Academy, which develops and champions women drivers to pursue the sport. She began her career in karting and became a development driver for the Williams Formula One racing team. She made history at the 2014 British Grand Prix as the first woman to participate in a Formula One race weekend in 22 years. Since her retirement from driving, she hasn’t been far from the track. She’s made a commitment to fostering gender equity in the sport by establishing Dare to be Different, which aims to drive female talent in all aspects of motorsport, from the drivers to the engineers, pit crew, and more.

Now, she’s telling her story. Susie’s memoir, Driven, launches in the U.S. today, April 28. It’s a look at what it really takes to succeed when you’re the only woman on the grid, from the discipline and precision required at the highest level, to the moment she realized that waiting for permission was never going to be the path forward. Driven is about leadership, resilience, and redefining what’s possible.

What’s the worst career advice you’ve gotten?

I was told to follow the conventional path and make sure I had a backup plan. At 18, I knew exactly what I wanted, to become a racing driver, but there was real pressure from outside to conform and choose what everyone saw as the safe option, which meant going to university just in case it didn’t work out.

Of course, having options matters, but there’s also something to be said for backing yourself fully. If you’re constantly preparing for Plan B, you’re not giving everything to Plan A. I lasted one week into my second year before I followed my gut, left, and put all my energy into becoming the best racing driver I could be. It was a leap of faith. It’s important to follow your dreams, and to not be influenced or distracted by outside expectations and opinions.

What’s the best piece of career advice you’ve gotten?

You have to be your own biggest champion. Competing in a male-dominated environment, there were plenty of moments where I could feel the skepticism walking into a garage or a meeting room. I knew I would have to work harder to earn respect, but just as importantly, I had to hold onto the belief that I belonged there and that I could succeed. The reality is, you can’t expect others to back you or come on the journey with you if you don’t truly believe in yourself.

What was a heartbeat moment for you in your career?

At the age of 22, I had all the momentum in my career. I’d been nominated for British Young Driver of the Year, had a big sponsor backing me, and was about to start the Formula 3 championship. Everything was lining up exactly as I’d hoped.

Then, in a moment that had nothing to do with racing, I broke my ankle while out buying milk for my grandmother. Just like that, everything unraveled. I lost my seat, my race license, and all the momentum I had worked so hard to build. Those months were incredibly tough. It would have been easy to let go of the dream, but I chose to keep fighting.

A year later, I was signed as a Mercedes-Benz driver. Looking back, I think about how close I came to it not happening at all. That period taught me resilience in a way nothing else could and it changed the trajectory of my career and my life.

Who is one person you’d love to give flowers to from your career that influenced your journey? What advice or lesson did you learn from them?

I’m lucky that I do get to regularly give this person flowers, my mum. She shaped so much of who I am.

She was an incredible role model growing up. She had a balanced and very equal marriage with my father, ran her own business, and raced bikes. Both my parents never treated me any differently than my older brother. There were no limits placed on what I could or couldn’t do. I grew up believing that if I worked hard enough, I could chase my dream of becoming a racing driver. Even in a very male-dominated environment, I never questioned whether I belonged because that belief had already been instilled in me.

Where have you caused some good trouble in your career?

Taking on the role of running F1 Academy. I had a vision for what the series could be and the impact it could have on motorsport.

In those early months, it was very much elbows out, pushing for us to race alongside Formula 1, bringing all the F1 teams into the ecosystem, and making sure the series was taken seriously. Not everyone immediately saw that vision, and it wasn’t easy to shift mindsets or bring partners on board.

I felt strongly that if we wanted to create real change for women in motorsport, we had to be bold and challenge how things had always been done. Now, going into our fourth season, it’s incredible to see how far we’ve come: the momentum, the partners, and the place we’ve carved out within the sport.

Want to nominate a “Troublemaker” you admire? You can do so here.

INSIDE TRACK

Leaders on the move

• Sarah Murphy has stepped into the role of Global Head of Brand, Creative & Marketing Engagement at AIG

• Khartoon Weiss has been appointed Vice President, Global Customer Solutions, MMS at Google

• Nicole Souza has taken on the role of Chief Growth Officer at Stagwell

• Colleen Kapase is now VP of Strategic Partners and Ecosystems at OpenAI

• Jessica Jocobi has been named Chief Marketing Officer at the LA Galaxy

• Sabrina Callahan has taken on the role of the first-ever Chief Digital & Marketing Officer at Southwest Airlines

• Heidi O’Neill has been promoted to CEO of lululemon

• Annie Shea Weckesser has joined Intel as Chief Marketing and Communications Officer

DEAR FQ

Your burning career questions answered

Lorena Castano of The Female Quotient weighs in:

As the youngest person in the office, I understand how you feel. While we talk about ageism when it comes to getting older, it works both ways. What’s important to remember is that your age does not define you, nor does it prevent you from contributing meaningful ideas. 

To build confidence in team meetings, focus on preparation. Look at the whole picture to add context to any ideas you might present. Then, when you relay your thoughts, use hard facts to back them up. 

Make sure to seek out mentorship opportunities. The workplace is now home to 6 (!!!!!!) generations. Learning and collaborating with a seasoned teammate can help you bring a more considered POV to the table. And the relationship is mutually beneficial. 73% of older employees say that younger workers help them keep up to date on the latest technology and POVs.

Be resourceful. Leaders notice when someone takes initiative to figure things out, look for answers, and explore solutions before asking for help. You don’t have to get everything perfectly right, but showing that you’re curious, proactive, and willing to try goes a long way.

At the end of the day, age diversity makes organizations stronger. No one starts their career knowing everything, but what sets you apart is your willingness to learn, adapt, and grow. And, I can guarantee they’ll learn something from you, too.

P.S. Got a burning career question? Serve it up here to Dear FQ to score advice from a powerhouse leader in our network.

POLL THE PACK

The way we really learn at work

If you want to learn faster at work, here’s a simple strategy: sit next to someone who knows what they’re doing.

According to employees, the most effective way to learn on the job isn’t another training module or a 47-slide onboarding deck. It’s shadowing someone or teaming up on a project. 43% of employees say this is how they learn best. Turns out, watching someone actually do their job and asking questions while they do it works best. 💡

HR researchers agree. Rachel Stewart of McLean & Company calls job shadowing one of the easiest development tools companies have. It costs basically nothing, uses the expertise already in the room, and helps people build skills faster. 

The next most popular learning method? Just ask questions. Revolutionary, we know. But it only works in workplaces where people feel comfortable speaking up without worrying they’ll look clueless. And don’t underestimate the informal stuff; the hallway chats, the “wait, how did you do that?” Slack messages, and the post-meeting coffee debriefs. 

The takeaway is that most learning at work doesn’t happen in formal trainings. It happens in conversations, collaboration, and the little moments in between.

Forward this to a friend and aggressively do nothing together. 👯‍♀️

Xo,

The FQ

Don’t forget to let us know what you think of The FQ Newsletter here.

HAPPENING AT THE FQ

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• FQ Lounge™ @ Miami Grand Prix 

• FQ Lounge™ @ Consensus

• FQ Lounge™ @ Cannes